Integrated Annual Report 2020

5 Of the sustainable change within a company, setting the course in a year full of uncertainties and the best chance for a vision to Dear Readers! become reality. This Annual Report is divided into three sec- tions. Separate and yet forming parts of the whole, they invite you to discover the Integrat- ed Annual Report 2020. Happy Reading! 7 10 Foreword 16 Organisational Chart 18 Our Finances

62 Our Visions 76 Our Products 128 Our People 144 Our Partners 156 Our Environment

178 The Generational Change 180 The new CEO introduces himself 182 The Interview 188 The new Management Team 8 Change

10 Foreword 16 Organisational Chart 18 Our Finances 10 Foreword

Dr. Andreas J. Ludwig, Chief Executive Officer Umdasch Group 12 13 Active or reactive? Decisive or participatory?

As a reaction to the long weeks of standstill on umdasch The Store Makers also acquired new Let me make one thing clear at the outset: construction sites throughout the world, we customers and an exceptionally competitive pro- had to reduce production capacity in Austria. In duction facility during 2020 by means of a majority There is no “either/or” in this matter. Change Russia we even stopped production entirely for investment in the Turkish shopfitters Madosan. a while. Short-time working was an important The company specialises in metal and heavy-duty knows no opposing parties, no principles and instrument for us, especially in Austria. In view of shelving and thus offers a perfect addition to the the gloomy prognoses in the spring, which pre- product portfolio of our Leibnitz location. no rigid lack of compromise. Exclusivity would dicted a sizable double-figure reduction in reve- Our third corporate subsidiary, Umdasch nues not only in 2020, but also in 2021, Doka had Group Ventures, also embarked on a new par- mean blocking access to any other route. to reduce its workforce worldwide. Worst hit was ticipation during 2020: by investing in the Graz- our headquarters in Amstetten, where we had to based start-up shopreme – a technology com- And change cannot afford that. It flourishes part with some 250 employees. That is a painful pany which focuses on the digitalisation of the step for any company. Nonetheless, not least as bricks-and-mortar shopping process. on openness and curiosity. And participation: a result of the extremely cooperative collabora- So you see, dear readers, that we have not tion between management and works council been idle. We acted reactively in the face of cir- change gladly invites others to join in the jour- in Amstetten, we arrived at mutually agreement cumstances and have also reacted actively to solutions in all cases and did not have to dismiss the opportunities which have opened up for us. ney. And so it is “as-well-as”: active as well as anyone. That deserves respect and testifies to During the past 15 months the Umdasch Group a corporate culture in which a cooperative ap- has demonstrated that it can manage crises: the reactive. Decisive as well as participatory. proach counts, even in difficult times. measures had to be implemented flexibly and At umdasch The Store Makers it is hardly pragmatically, and above all quickly. And yet, al- surprising that the areas which were – and still most at the same time, we were required to set a are – worst affected by the crisis are the Lifestyle new strategic course for the future. area, in other words Fashion Retail and Premium Crisis management continues to be our con- Retail, including luxury brands and the duty-free stant companion. Our Corona Task Force still sector. In view of the major reduction in global meets regularly on Thursday mornings. We moni- demand – the lockdowns severely affected the tor our international infections on a daily basis; we retail sector in all markets – the production loca- test hundreds of employees every day. And we tions at Neidenstein in Germany and Dubai were carry out vaccinations within the company. That affected by closure or partial closure. is the only effective, long-term measure in the fight Admittedly, the change which society has under- Reactive against Covid-19. gone during recent years has frequently been As a year, 2020 was without doubt the biggest Active Managing a company was seldom as sub- driven by reactive forces. By necessities like the surprise in recent decades. We were planning for But what then? Continue in cost-saving mode? tly challenging as it has been during 2020. But I changes in the world of work. By urgent matters the best year in our history with double-figure Wait and see what happens? In the first phase of boldly maintain that in 2020 we made the best like environmental and climate protection. And growth in all areas of the company and, all in all, the crisis, securing liquidity was our top priority. out of the worst conditions. In line with our sus- also by unpredictable events. Like the coronavirus optimistic expectations of the economic situation But by the summer we had begun to map out tainability strategy, it has been proven how closely pandemic. on all sides. And until February it seemed as if we our course in the longer term through a number linked the economic and social aspects of entre- And yet I am proud that we can also be a driv- might surpass even that. of strategic investments which pointed the way preneurship really are: the regularities of the mar- ing force for some essential changes, and that we But then Covid-19 arrived, and with it a com- ahead. ket and the welfare responsibility for people, the have been able to exert a positive influence within plete standstill in March – globally and simulta- The investment in and associated coopera- financial key data and the non-financial criteria. our sectors at least. Positive because the change, neously. The uncertainty regarding our business tion with the US scaffolding manufacturer AT-PAC despite all the impartiality, demonstrates a clear was joined by our concern about the health of gives Doka in the medium and long term a second tendency – towards improvement. In our case our employees. main pillar in addition to formwork. That not only that applies to the future of the construction and In addition to an immediate investment stop, opens up a new geographic market potential, but retail sectors. In both areas we have set a course we introduced a worldwide cost-focus pro- also introduces new customer groups, for exam- during the past decade which will be decisive gramme. The aim was to ensure liquidity, since ple from the oil and gas industry or petrochemi- on our journey towards something better: for us, the development of cash flow is a major finan- cals. And this step makes Doka less dependent for our customers and partners and for entire cial success indicator or risk factor, especially in on the volatile construction sector with its sea- sectors, but also for the environment and society. a capital-intensive company like our Doka. sonal emphasis and regional economic volatility. 14 15

Decisive demand, and Digital Retail grasped the chance to reporting on key performance indicators which Harald Ziebula will be retiring after decades in The purpose of entrepreneurial activity is and translate its digital expertise into growth during will lay down our responsibility to society and the senior positions at Doka and the last four years remains corporate success. It is decisive for the this period. The Lifestyle Retail and Premium Re- environment and document our progress now as CEO. He has demonstrated his capabilities sustainable existence of any company and the tail divisions, on the other hand, returned a major and in the future. most admirably, especially as a crisis manager perspective of the people who work there. The downturn. The consolidated result was that reve- Allow me a personal comment at this point: during the past year. With his far-sightedness, crisis has changed nothing in that respect. nues were the same as during 2019. In view of the I am particularly pleased to know that this sus- his experience and his very special sense of In the spring of 2020 it soon became clear major crisis within the retail sector in conjunction tainable development will continue to be in people he has steered the company through that in a year characterised by standstill, decline with severe investment stops in retail companies, good hands in the future. Whereby I now come the coronavirus crisis better than anyone could and extensive cost-saving measures worldwide, we regard this as positive. It is evident that the at the end of my foreword to a subject in which have imagined. My thanks go to Harald in the combined with the paralysis of mobility and con- restructuring process which our shopfitters have I am intentionally addressing you, dear col- name of the Umdasch Group for his great com- siderably reduced added value, we should focus passed through in recent years, with its attendant leagues, dear customers, dear partners and mitment both with and on behalf of Doka. He our attention not on growth, but on profitability. ups and downs, has not failed to reach its target: a companions of the Umdasch Group: the gener- will continue to accompany us for a little longer By means of rapid and courageous cost sustainable and forward-looking strategy. ational change within our group of companies. after the changeover, and will pass on his exten- saving and liquidity measures it was possi- Umdasch Group Ventures used the corona- When you receive your copy of this report sive experience to his successor. ble to mitigate the decline in the Group result. virus crisis to continue the development of its I may still just be in charge of the Umdasch I, too, am pleased that I shall be able to retain With revenue decreasing by 7 % to € 1.411 business content. Digitalisation has demonstrat- Group, but perhaps the responsibility will have my links with the Umdasch Group in strategic billion (2019 € 1.517 billion), the result sank to ed its importance significantly during the crisis. already passed to my successor, Dr. Wolfgang matters in the future. I thank the Umdasch Fami- € 81 million in 2020 from € 105 million during the Although numerous investments have been Litzlbauer. As of 1 July, more or less in paral- ly for their trust, my management colleagues for previous year. That should be seen as a success, postponed in the area of new technologies, Um- lel with the publication date, he will take over our cooperation and all the employees for their because the cost-savings effects and subsidies dasch Group Ventures have been able to contin- the chairmanship of the board and will lead loyalty and commitment. contained in these figures, which had a positive ue the development of their skills and solutions the Umdasch Group into an exciting future effect, more or less balanced out the costs of effectively and are in a favourable position for the – a healthy company with magnificent pros- Yours sincerely, restructuring. Our main profitability key figures comeback of their markets. pects, a unique culture and wonderful peo- remained stable and even increased slightly. The It is with cautious optimism that we plan 2021 ple. A company which I have had the privilege equity ratio improved from 55.2 % to 61.4 %. The an increase in demand during the second half- of accompanying for more than ten years. A operative cashflow increased threefold as a re- year after a fairly weak start which still lay under company in which I was granted the freedom sult of proactive working capital management the influence of Covid-19. The precondition for and the trust of the owners to shape many from € 111.9 million to € 307.0 million. that is that the pandemic can also be mitigated things and to introduce the changes which Andreas J. Ludwig, The entire world was in crisis; the effects of within Europe by a comprehensive vaccination will provide a sustainable and sound basis for Chief Executive Officer the coronavirus on Doka, by contrast, varied con- campaign. the new management team around Wolfgang Umdasch Group siderably from region to region. In the face of the Litzlbauer. challenges, during 2020 the performance of our Participating Just as I am introducing this Annual Report formwork experts was really more than satisfac- The Covid-19 crisis has proved dramatically – my last – for the Umdasch Group, so he in tory, with a small increase in Central Europe and how quickly even events which had hitherto turn will provide the closing words with a short in the United States. On the other hand, markets seemed highly predictable can change virtually portrait from page 180. In doing so he will ring like the Middle East and Latin America returned overnight. Sustainable treatment of all resourc- in a new era, and will already reveal to us a few a weak performance, which resulted in total in es and a long-term orientation were always the details of his plans. I wish Wolfgang all the very a decline in sales revenues in the single-figure cornerstones of our corporate culture. In times best in his new role, which presents numerous percentage range. of extreme volatility and uncertainty, an outlook challenges and at least as many chances. The service and business model of the Doka that is both sustainable and measurable ac- And I also take this opportunity of wishing subsidiary Form-on are evidently in line with the quires a completely new and important signifi- Robert Hauser all the best. He is an experi- times. Thanks to the online sales of used form- cance. As does transparent communication on enced and proven manager who will also be work and the sale of components the company such matters. taking over as successor – to Harald Ziebula as grew by almost 10 % during 2020. This report, the second of its kind, gives the CEO of Doka from 1 July. As previously indicated, the picture at um- proof of this claim. We included the criteria of dasch The Store Makers was similarly nuanced. non-financial reporting in our Annual Report on The Food Retail Division was even able to profit a voluntary basis even in 2019. This year we go from the coronavirus crisis because of the strong a decisive step further: for the first time we are 16 17 Organisational Chart as of 31.12.2020

UMDASCH GROUP AG Supervisory Board Andreas J. Ludwig Hilde Umdasch chief executive officer chairwoman

Friedrich Rödler Alfred Umdasch deputy chairman

Jörg Jakobljevich

Reinhold Süßenbacher

DOKA UMDASCH GROUP VENTURES UMDASCH THE STORE MAKERS Supervisory Board Supervisory Board Supervisory Board Jürgen Obiegli Jörg Jakobljevich Andreas J. Ludwig chairman chairman chairman

Reinhold Süßenbacher Felix Thun-Hohenstein Jörg Jakobljevich deputy chairman deputy chairman deputy chairman

Jörg Jakobljevich Wolfgang Litzlbauer Reinhold Süßenbacher

Wolfgang Litzlbauer Wolfgang Litzlbauer Andreas Schauer Franz Krois chairman, staff association chairman, staff association Josef Steinböck Gerhard Stelzl chairman, works committee chairman, works committee Umdasch Group Headquarters, Amstetten Management Management Management Harald Ziebula Johann Peneder Silvio Kirchmair ceo managing director ceo Gerd Pechura Markus Thallinger cfo cfo/coo

Hubert Mattersdorfer coo 18 Our Finances

One of the principal tasks of leadership is to recognise chances. As well as the management of risks. Last year both were equally necessary and in demand. While crisis management was determining measures for maintaining liquidity and limiting costs, future-oriented investment projects were also being implemented. 20 21 Crises are destructive. But they are very revealing.

Covid-19 has destabilised the world. The virus For us, 2020 was a gauge of our agility: how flex- Liquidity ibly can we respond to the unexpected? How has unleashed a humanitarian catastrophe proactive are we? How well does our company The crisis needs three perspectives at the same perform when it really matters? And how resistant time: the Now, the Next and the Beyond. In 2020 which has brought the global community to its is our stability in times of crisis? the immediate Today meant on the one hand The report on page 134: “Corona manage- the awareness of our duty of care towards our limits. It has disrupted business routines, so ment – what we can learn from the crisis” shows employees. Parallel to that, the focus also lay on that we were able to pass the stress test suc- the management of liquidity and current assets that the motor that drives the economy has cessfully in important areas. A value-oriented in order to secure our economic and operative corporate culture proves its value especially in performance capability. stuttered. Corona works like a burning glass: difficult times: a long-term strategy and sustain- ability instead of an ad-hoc policy and populism. it focuses its lens onto the weakest points. The Profitability

world can make good use of that fact. The profitability gives an indication of how well a company is in a position to translate the revenues it has generated and/or the capital invested into profit. The factors which influence this include the optimisation of structures and processes as well SDGs as the economical use of resources.

KPI 1 KPI 2 Return 6.9 % Return on on Investment EBIT Sales EBIT 8.8 % Ø Total capital Sales revenues 22 23

Stability Group result

Stability means an insensitiveness to disrup- Cost control and the securing of liquidity are tions. In numerical mathematics it describes the not only the dictate of the moment. The motto robustness of a process. Why do we mention it of the prudent businessman that one should not at this point? Because stability is often under- spend more than one can earn, seems some- stood to mean merely an emotional anchor times to have rather gone out of fashion. For which aims to give us the feeling of being in safe us it forms part of our sustainable corporate hands in uncertain times. However, stability is strategy. The focus of the Umdasch Group AG also a unit of measurement and as such forms has always rested on the policy of financing part of our set of KPIs, which give information strategic growth from the profit that has been about the company’s financial robustness. generated and hence from own resources. That not only makes us independent; it also allows us to invest in the future, even in times of crisis. During 2020 we even succeeded in increasing our operative profit by 4.4 %. That secures us a solid basis for our investment plans – and hence for the future of the company.

KPI 3 Equity

Ratio Equity61.4 % Total capital – Liquid assets 24 25 Facts Figures Data 2020 26 27 Consolidated Financial Consolidation Statement and Annual Report Principles of the Umdasch Group AG as of 31.12.2020

The consolidated financial statements were prepared in on the goodwill of umdasch Store Makers Croatia d.o.o.. A accordance with the version of the Austrian Commercial partial write-off amounting to EUR 1 million was recorded Code (UGB) valid on the accounting date for large cor- in 2020 on the goodwill of umdasch SEEN Media GmbH. porations, taking into account the principles of correct The negative differences identified in connection accounting and in accordance with the general objective with the initial consolidation as of 1.1.1994, which resulted of presenting a true and fair view of the assets, liabilities, from the retention of profits in subsidiaries, are included financial and earnings positions of the Group. Any chang- under voluntary reserves. Currency translation differ- es in the assessment are explained separately in the ap- ences are recorded directly in equity without recognition pendix. The accounting and valuation methods used in through profit or loss. preparing the consolidated financial statements are in Currency translation differences that arose during the line with the concept of the continuation of the company. consolidation of liabilities were recognised to the income Enclosure 2 lists all the associated companies. These statement. companies have been taken into account in the course All revenues and expenses associated with the sale of General Information of the full consolidation. goods or services between group companies are elimi- The capital consolidation was effected using the nated during the consolidation of income and expenses. The company is the central controlling company of the book value method. Positive differences are record- Interest income and expenses charged between group ed under undisclosed reserves to the greatest extent companies are also eliminated. Umdasch Group with its three areas DOKA Formwork possible. The activated goodwill from the acquisition Intercompany profits arising from sales between of Doka Schweiz AG will be amortised over a period group companies are eliminated with an appropriate Technology, umdasch Store Makers and Umdasch of 15 years. The goodwill from the acquisition of Rauh recognition through profit or loss. Betonschalungen AG in 2019 will be amortised over a Deferred taxes are taken into account for seasonal Group Ventures. As the parent company the Umdasch period of 10 years. This goodwill has been transferred differences in valuation bases used for commercial law to Doka Schweiz AG following the merger as of 1.1.2020. and those used for tax law with regard to interim gains Group AG is mainly responsible for the overall manage- All goodwill from companies acquired by the umdasch of inventories as well as differences resulting from the Store Makers Group will be amortised over a period of consolidation of liabilities. Deferred tax assets and de- ment of the companies within the concern, as well as 10 years (SEEN Media GmbH, umdasch Story Design ferred tax liabilities are reported separately. a.s., umdasch Store Makers Croatia d.o.o. – formerly ATT The foreign currency translation of balance sheet in some cases the financing and rental of properties and Opremanje Interijera d.o.o., as well as umdasch Madosan items is based on the exchange rate as of the balance sheet Raf Sistemleri TAS – Turkey, which was acquired during date; the translation of items for the profit and loss state- real estate to the subsidiary companies. 2020). A partial write-off of 50 % was undertaken in 2018 ment uses the quarterly average exchange rate for 2020. 28 29 UAB Doka Lietuva LT-08300 Vilnius 100 % Doka Romania Tehnica Cofrajelor S.R.L. RO-077180 Tunari 100 % Doka Bulgaria EOOD BG-1588 Krivina, Sofia 100 % OOO Doka Rus RU-105094 Moscow 100 % Doka Ukraine TOV UA-04210 Kiev 100 % Affiliated IOOO Doka Belform BY-223013 Minsk 100 % Doka Slovenija opazna tehnologija d.o.o. SI-4270 Jesenice 100 % Doka Hrvatska d.o.o. HR-10000 Zagreb 100 % Companies Doka Serb d.o.o. RS-22310 Simanovic 100 % Doka Saudi Arabia Company Ltd SA-22766 Jeddah 100 % Doka Saudi Trading LLC SA-21425 Jeddah 100 % Advanced Formworks Company LLC SA-21425 Jeddah 100 % Doka Muscat LLC OM-Muscat, Oman 100 % UMDASCH GROUP Doka Jordan LLC JO-11953 Amman 100 % COMPANY LOCATION SHARE (direct+indirect) Doka Kalip-Iskele Sanayi ve Ticaret A.S. TR-41400 Gebze-Kocaeli 100 % Umdasch Group AG AT-3300 Amstetten Doka Gulf FZE AE-Dubai 100 % Umdasch Group Deutschland GmbH DE-82216 Maisach 100 % Doka Emirates LLC AE-Sharjah 100 % Umdasch Immobilien GmbH AT-3300 Amstetten 100 % Doka Qatar W.L.L. QA-Doha 100 % Umdasch Nieruchomosci sp. Z o.o PL-50-102 Wroclaw 100 % SARL Doka Algèrie DZ-16017 Roubia 100 % Umdasch Real Estate Netherlands B.V. NL-5928LX Venlo 100 % Doka Maroc SARL AU MA-Temara 100 % Umdasch Real Eststate USA Ltd. US-07643 Little Ferry 100 % Doka South Africa (Pty) Ltd ZA-1619 Kempton Park 100 % Umdasch Real Estate (UK) Ltd. UK-ME17 4JD Maidstone 100 % Doka Formwork Nigeria Ltd NG-Lagos 100 % Umdasch Imobiliare S.R.L. RO-077180 Judet ILFOV 100 % Doka Mocambique, Lda MZ-Maputo Cidade 100 % OOO Umdasch Immob. Rus RU-141800 Dmitrow 100 % Doka Egypt for Trading LLC EG-Cairo, Masr El Gedida 100 % UMDASCH GROUP VENTURES Doka Egypt for Engineering Services LLC EG-Cairo, Masr El Gedida 100 % Doka Egypt for Imp. and Exp. LLC EG-Cairo, Masr El Gedida 100 % COMPANY LOCATION SHARE (direct+indirect) Doka USA Holding Ltd. US-19808 Delaware 100 % NeoTwin GmbH DE-82166 Gräfelfing 51 % Doka Development LLC US-19808 Delaware 100 % Umdasch Group Ventures GmbH AT-3300 Amstetten 100 % Doka USA Ltd. US-07643 Little Ferry 100 % Umdasch Group NewCon GmbH AT-3300 Amstetten 100 % Doka Canada Ltd CA-Calgary 100 % Contakt GmbH AT-3300 Amstetten 100 % Doka Brasil Formas para Concreto Ltda BR-07.190-010 Camp Guarulhos/ São Paulo 100 % Neulandt GmbH AT-3300 Amstetten 100 % Doka Chile Encofrados Limitada CL-Santiago de Chile 100 % Neulandt Cote d´Ivoire BP-117 Abidjan 08 100 % Doka Panama S.A. PA-Panama City 100 % DOKA GROUP Doka Service C. LAM S.A. PA-Panama City 100 % COMPANY LOCATION SHARE (direct+indirect) Doka México S.de R.L. de C.V. MX-Estado de México 100 % Doka GmbH AT-3300 Amstetten 100 % Doka Colombia Encofrados S.A.S CO-Bogota 100 % Doka Beteiligungs-GmbH AT-3300 Amstetten 100 % Doka Peru S.A.C. PE-16 Lima 100 % Lumus Consulting GmbH DE-82214 Maisach 100 % Doka Formwork Pte. Ltd. SG-609916 Singapore 100 % Doka Drevo sro SK-97401 Banska Bystrica 100 % Doka Formwork Malaysia Sdn. Bhd. MY-47810 Petaling Jaya 100 % OOO Doka Lipetsk RU-399071 Lipetsk 100 % Doka China Ltd. HK-Wanchai 100 % Doka Production India Ltd IN-411038 Maharashtra 100 % Doka Formwork (Shanghai) Co. Ltd. CN-201109 Shanghai 100 % Form-on GmbH AT-3300 Amstetten 100 % Doka Philippines, Inc. PH-1770 Muntinlupa City 100 % Form-on USA Corp. US-FL33169 Miami Beach 100 % Doka Formwork Australia Pty Ltd AU-2566 Minton NSW 100 % Concrefy B.V. NL-5928 Venlo 100 % Lubeca Pty Ltd AU-3047 Melbourne 100 % BAS GmbH Deutschland DE-Wesel 100 % Doka India Pvt Ltd. IN-410210 Navi Mumbai 100 % Doka DC Middle East FZE U.A.E. Dubai 100 % UMDASCH STORE MAKERS Doka DC North America Ltd. US-60410 Channahon 100 % COMPANY LOCATION SHARE (direct+indirect) Doka Distribution Center Apolda GmbH DE-99510 Apolda 100 % umdasch Store Makers Management GmbH AT-3300 Amstetten 100 % Doka Distribution Center Asia Pte Ltd SG-609916 Singapore 100 % umdasch Store Makers Amstetten GmbH AT-3300 Amstetten 100 % DC Latin America S.A. PA-Panama City 100 % umdasch Store Makers Leibnitz GmbH AT-8430 Leibnitz 100 % Doka Scaffolding Trading GmbH AT-3300 Amstetten 100 % Assmann Ladenbau Polska Sp.z.o.o. PL-04193 Warsaw 100 % Deutsche Doka Schalungstechnik GmbH DE-82216 Maisach 100 % umdasch Digital Retail GmbH AT-4020 Linz 100 % Doka Österreich GmbH AT-3300 Amstetten 100 % umdasch Store Makers United Kingdom Ltd GB-OX4 1JU Oxford 100 % Doka Schweiz AG CH-8155 Niederhasli 100 % umdasch Store Makers Ireland Ltd IR-Drogheda, County Louth 100 % Doka France SAS FR-78610 Le Perray 100 % umdasch Store Makers Neidenstein GmbH DE-74933 Neidenstein 100 % Doka U.K. Formwork Technologies Ltd. GB-Maidstone 100 % umdasch Store Makers Constr.GmbH DE-49078 Osnabrück 100 % Doka Ireland Formwork Technologies Ltd. IE-Droheda 100 % Umdasch Shopfitting LLC AE-2182774 Dubai 100 % Doka Nederland BV NL-5342 PL Oss 100 % Umdasch Shopfitting AG CH-4802 Strengelbach 100 % Doka NV BE-1740 Ternat 100 % Umdasch Shopfitting Srl IT-39100 Bolzano 100 % Doka Denmark APS DK-4600 Koge 100 % umdasch Story Design a.s. CZ-57001 Litomysl 100 % Doka Sverige AB SE-45155 Uddevalla 100 % OOO umdasch RU RU-140103 Moscow 100 % Doka Norge AS NO-3474 Aros 100 % Story Design Ukraine t.o.v UA-01034 Kiev 100 % Doka Finland Oy SF-03320 Selki 70 % Story Design Invest Ukraine t.o.v UA-01133 Kiev 100 % Doka Italia S.p.A. IT-20060 Colturano MI 95 % umdasch Store Makers Croatia d.o.o. HR-10000 Zagreb 100 % Doka Espana Encofrados S.A. ES-28001 Madrid 100 % umdasch Seen Media GmbH DE-52070 Aachen 100 % Doka Portugal Confragens Lda PT-2710-450 Sintra 100 % umdasch Madosan Raf Sistemleri TAS TR-16130 Nilüfer, Bursa 55 % Doka Hellas Formwork Technologies S.A GR-15351 Pallini 100 % umdasch Madosan Dis Ticaret Anonim TR-16130 Nilüfer, Bursa 55 % Doka Israel Formwork Technology Ltd IL-40201 Kefar Vitkin 100 % Magyar Doka Kft HU-1037 Budapest 100 % ASSOCIATED COMPANIES Ceská Doka bednici technika spol.s.r.o. CZ-19600 Prague 100 % COMPANY LOCATION SHARE (direct+indirect) Doka Slovakia debniaca technika sro SK-82104 Bratislava 100 % Contour Crafting Corporation US–El Segundo L.A. 30 % Doka Polska Sp.z.o.o. PL-03-046 Warszawa 100 % Doka China Sales Ltd. HK–Hong Kong 40 % Doka Eesti OÜ EE-74206 Harjumaa 100 % Shopreme GmbH AT-8055 Graz 26 % SIA Doka Latvia LV-2167 Riga 100 % Atlantic Pacific Equipment LLC US-Delaware 20 % 30 31 Consolidated Financial Equity and Statements Assets Liabilities

Amounts in TEUR 31.12.2020 31.12.2019 Amounts in TEUR 31.12.2020 31.12.2019 A NON-CURRENT ASSETS A EQUITY I. INTANGIBLE ASSETS I. Subscribed and paid-in capital 36,350 36,350 1. Patents and similar rights 10,440 12,272 II. Appropriated capital reserves 25,821 25,821 2. Goodwill 26,136 29,729 III. Reserves 3. Advance payments made 531 393 1. Statutory reserves 2,151 2,151 37,107 42,394 2. Other reserves 683,315 703,888 II. TANGIBLE ASSETS 685,466 706,039 1. Developed land, land value 100,656 94,382 IV. RETAINED EARNINGS of which accumulated profit 167,995 (previous year: 131,298) 189,586 179,995 2. Developed land, value of buildings 205,174 201,481 Equity attributable to the parent company 937,223 948,205 3. Undeveloped land 14,005 14,926 V. NON-CONTROLLING INTERESTS 7,621 9,212 4. Technical equipment and machinery 51,132 54,950 944,844 957,417 5. Other equipment, furniture, fixtures and office equipment 34,465 41,065 B PROVISIONS 6. Advance payments made and construction in progress 37,318 46,551 1. Provisions for severance compensation 46,056 46,855 442,750 453,355 2. Provisions for pensions 14,570 14,624 III. FINANCIAL ASSETS 3. Tax provisions 83,617 63,037 1. Shares in associated companies 16,483 7,133 4. Provisions for deferred taxes 12,259 10,917 2. Other investments 176 202 5. Other provisions 130,304 127,903 3. Securities 12,089 11,475 286,806 263,336 28,748 18,810 C LIABILITIES 508,605 514,559 1. Amounts due to financial institutions B CURRENT ASSETS of which with a remaining term of up to 1 year 98,550 (previous year: 153,392) 367,546 418,867 of which with a remaining term of more than 1 year 268,996 (previous year: 265,475) I. INVENTORIES 1. Raw materials and supplies 22,131 23,513 2. Advance payments received on orders 2. Work-in-progress 13,165 14,940 of which with a remaining term of up to 1 year 13,864 (previous year: 13,793) 14,109 13,793 of which with a remaining term of more than 1 year 245 (previous year: 0) 3. Finished goods and merchandise 186,563 238,759 4. Formwork used for rental purposes 398,989 430,213 3. Accounts payable – trade of which with a remaining term of up to 1 year 87,946 (previous year: 117,619) 88,452 118,028 5. Services rendered but not yet billable 8,063 5,265 of which with a remaining term of more than 1 year 506 (previous year: 409) 6. Advance payments made 1,028 1,820 4. Other liabilities 629,939 714,510 of which with a remaining term of up to 1 year 54,618 (previous year: 42,595) of which with a remaining term of more than 1 year 2,340 (previous year: 655) 56,958 43,250 II. RECEIVABLES AND OTHER ASSETS of which from taxes 27,566 (previous year: 26,090) 1. Accounts receivable – trade of which within the framework of social security 7,950 (previous year: 7,140) of which with a remaining term of more than 1 year 3,077 (previous year: 1,339) 271,424 347,594 527,065 593,938 2. Other receivables and assets 70,349 83,795 of which with a remaining term of more than 1 year 22,036 (previous year: 25,183) 341,773 431,389 of which with a remaining term of up to 1 year 254,978 (previous year: 327,399) of which with a remaining term of more than 1 year 272,087 (previous year: 266,539) III. OTHER SECURITIES AND HOLDINGS 40,325 21,088 IV. CASH ON HAND AND CREDIT AT FINANCIAL INSTITUTIONS 179,239 59,226 D DEFERRED INCOME 628 506 1,191,276 1,226,213 1,759,343 1,815,197 C PREPAYMENTS AND DEFERRED INCOME 6,235 8,465 D DEFERRED TAX ASSETS 53,227 65,960 1,759,343 1,815,197 32 33 Consolidated Income Statement

Amounts in TEUR 2020 2019 Amounts in TEUR 2020 2019

1. Revenues 1,411,444 1,517,234 10. Income from investment securities 100 101

2. Changes in stock of finished goods and work-in-progress -80,053 -8,137 11. Interest and similar income 4,886 12,122

3. Own work capitalised 1,189 2,603 12. Income from the disposal and acquisition of securities in current assets 0 96

4. Other operating income 13. Results for associated companies -1,942 -890 a) Income from the disposal of and attribution of fixed assets 882 2,100 Expenses from the disposal of securities in current assts 14. of which amortisations 19 (previous year: 0) -22 -3 b) Income from the disposal of provisions 3,173 2,164 15. Interest and similar expenses -45,629 -25,485 c) Other 36,158 20,212 16. NET FINANCIAL INCOME -42,607 -14,059 40,213 24,476 17. INCOME BEFORE TAXES 81,306 104,692 5. Cost of material and other purchased services 18. Taxes on income and profit a) Material costs -353,231 -486,952 a) Current taxes -46,299 -34,631 b) Costs for purchased services -108,250 -105,683 of which aperiodic expenses: -15.331 (previous year: income 4,005)

-461,481 -592,635 b) Deferred taxes -14,246 -7,115 of which aperiodic expenses: 1,303 (previous year: 0) 6. Personnel expenses -60,545 -41,746 a) Wages -110,201 -116,850 19. NET INCOME AFTER TAXES = GROUP ANNUAL PROFIT 20,761 62,946 b) Salaries -261,712 -261,456 20. Result attributable to non-controlling interests 904 -619 c) Social costs 21. Additions to reserves -74 -13,630 aa) Expenses for pensions -2,568 -2,662 22. Profit carried forward 167,995 131,298 bb) Expenses for severance payments and payments to company savings plans -17,198 -9,942 23. RETAINED EARNINGS 189,586 179,995

cc) Expenses for statutory social insurance contributions and compulsory contributions dependent upon remuneration -79,556 -79,122

dd) Other social contributions -9,001 -10,537

-480,236 -480,569

7. Amortisation of intangible assets and depreciation of tangible assets

a) Ordinary depreciation -48,693 -47,088

b) Extraordinary depreciation -2,924 -285

-51,617 -47,373

8. Other operating expenses

a) Taxes except those on income and profits -5,906 -6,053

b) Other -249,640 -290,795

-255,546 -296,848

9. OPERATING INCOME 123,913 118,751 34 35 Consolidated Statement Consolidated Statement of Changes in Equity of Cash Flows

Amounts in TEUR 2020 2019 Equity Non- Capital Capital Reserves Retained allocated Net income after taxes 20,761 62,946 Amounts in TEUR stock reserve earnings controlling Total to parent interests company Ordinary depreciation 48,692 47,088 Extraordinary depreciation 2,924 285 As of 1.1.2019 36,350 25,821 685,686 166,298 914,155 5,427 919,582 Results from associated companies 1,942 710 Exchange rate differences 6,723 6,723 6,723 Impairment charges on financial assets 4 180 Revaluation of tangible assets 0 -802 Dividends -35,000 -35,000 -1,458 -36,458 Result on sale of non-current assets -22 -913 Annual result 62,327 62,327 619 62,946 Tax expenses 60,544 41,747 Tax payments -28,226 -56,430 Adjustments 13,630 -13,630 Non-operational interest and currency balance 39,915 13,350 Capital increases 4,624 4,624 Other non-cash changes 40,700 -10,059 As of 31.12.2019 36,350 25,821 706,039 179,995 948,205 9,212 957,417 Change in Inventories 41,042 26,486 Exchange rate differences -20,647 -20,647 -20,647 Formwork used for rental purposes 5,771 -10,663 Dividends -12,000 -12,000 -900 -12,900 Accounts receivable – trade 57,297 30,875 Receivables and other current assets, ARA 12,058 -13,445 Annual result 21,665 21,665 -904 20,761 Short-term provisions 5,297 -5,548 Adjustments 74 -74 Long-term provisions 1,239 1,155 Capital increases 213 213 Accounts payable – trade -16,158 -19,376 Other liabilities, deferred income PRA 13,262 4,297 As of 31.12.2020 36,350 25,821 685,466 189,586 937,223 7,621 944,844 CASH FLOW FROM OPERATING ACTIVITIES 307,042 111,883 Capital expenditure on property, plant and equipment and intangible assets -46,713 -97,242 Change in liabilities in tangible assets -11,906 7,749 Investments in financial assets -12,181 -421 Change in liabilities on financial assets 2.168 0 Investments in current financial assets -44.930 0 Disposal proceeds from current financial assets 693 0 Payouts from company acquisitions -3,608 -14,573 Proceeds on sale of non-current assets 2,469 5,345 Interest income securities and fixed assets 100 101 CASH FLOW FROM INVESTING ACTIVITIES -113,908 -99,041 Dividend payments -12,900 -36,458 Equity capital contribution from minorities 212 4,624 Increase / decrease in short-term bank liabilities -52,594 -10,775 Raising of longer-term financial liabilities 30,000 42,000 Repayment of longer-term financial liabilities -20,886 -6,368 Change in other long-term liabilities 1,685 -678 Interest and currency balance from loans -40,015 -13,451 CASH FLOW FROM FINANCING ACTIVITIES -94,498 -21,106 CHANGE IN CASH AND CASH EQUIVALENTS 98,636 -8,264

CASH AND CASH EQUIVALENTS (CASH IN HAND; BANK BALANCE, AND MARKETABLE SECURITIES) 2020 2019 Balance as of 1.1. 80,314 87,127 Reallocation of cash and cash equivalents with a remaining term > 3 months -21.088 0 Currency translation differences -3,623 1,451 Balance as of 31.12. 154,239 80,314 EFFECTIVE CHANGE IN CASH AND CASH EQUIVALENTS 98,636 -8,264 36 37 Accounting Principles

Intangible assets are valued at acquisition cost, less ordi- assessable expertise and are amortised over a useful short rental period, which is intended on the part of the based on the new pension table AVÖ 2018-P. The interest nary straight-line amortisation. IT software is amortised life of between 5 and 17 years. The difference between concern and which is regularly taken advantage of by rate for calculation purposes was taken as a 7-year aver- over three to five years and the connection rights over the book value and the share of equity of Atlantic Pa- the customers, as well as the frequent purchase of used age value of 1.60 % (previous year 1.97 %). The salary val- ten years. cific Equipment LLC at the time of first consolidation formwork from the rental park, this item has a short-term orisation was calculated with a varying 4-year average; Tangible assets are recorded at acquisition or pro- on 31 October 2020 amounted to TEUR 5,947, and that character and is correspondingly listed under current for the termination provisions this varied in the Austrian duction cost, less ordinary straight-line depreciation. Pro- of Shopreme GmbH on 31 August 2020 amounted to assets. companies in a range between 2.60 % and 2.90 %. In the duction costs include the direct costs. Employee-related TEUR 2,953. Receivables and other assets are valued at nominal case of provisions for anniversary bonuses the allow- expenses and interest expense on debt are not capital- All remaining financial assets are valued at acquisition value. Individual and general valuation adjustments were ances fluctuated depending on the length of service, ised. value. Extraordinary depreciations and appreciations are recognised as appropriate. Overdue receivables are val- starting with 6.5 % during the first year of service and Ordinary depreciation is calculated on a straight-line taken into account. ue-adjusted with a fixed amount. As a result of the Cov- ending with 0.0 % from the 15th year of service. basis over the following useful lives: The inventories include the valuation of raw mate- id-19 pandemic an adjustment from 2 % to 4 % has been Pension obligations were also calculated actuarially rials and supplies at average acquisition costs or lower made to the flat rate for the value adjustments. In addi- according to the PUC method. An average seven-year Office and administrative buildings 33 – 50 years market values. Ancillary purchase costs and purchase tion, a value adjustment was carried out from 2020 on rate of interest of 1.60 % (previous year 1.97 %) and a val- price reductions are taken into account. Additional value receivables which were not yet payable and receivables orisation of 1.5 % (qualifying period) is taken into account. Production buildings and warehouses 20 – 40 years adjustments are made in the case of excessively high which were up to six months overdue. Foreign-currency The calculation is based on the new pension table AVÖ ranges and special risks. receivables are valued at the lower of acquisition cost or 2018-P. Technical equipment and machinery 5 – 10 years Finished goods, semi-finished goods and work- market price on the balance sheet date. The other provisions represent provisions for all risks Fixtures, furniture and office equipment 4 – 15 years in-progress are valued at average Group production Current securities are valued at the lower of acqui- identified at the time the financial statements were pre- costs. These costs include direct costs as well as pro- sition cost or market price on the balance sheet date. pared as well as liabilities whose amount and reason are Motor vehicles 3 – 5 years duction-related proportional overheads. Administrative Provisions for deferred taxes were created to reflect uncertain. overheads, employee-related expenses and interest on the timing differences between the valuation bases used Liabilities are recorded at their repayment amount. Low-value assets are written off completely in the debt are not included. For finished goods, provisions for for commercial law and tax purposes as well as for con- Foreign-currency liabilities are valued at the higher of ac- year of addition and are shown as items both acquired quantities with long inventory coverage are made to en- solidation entries and untaxed reserves. quisition cost or market price on the balance sheet date. and disposed of. sure a loss-free valuation of inventories. Equity consists of the capital stock, the appropriated The shares in associated companies relate to the Formwork used for rental purposes is also valued at capital reserve, the statutory reserve and the net profit of 30 % participation in Contour Crafting Corporation and Group manufacturing costs, whereby ordinary straight- the parent company Umdasch Group AG. the 40 % participation in Doka China Sales Ltd. (Hong line depreciation based on an estimated useful life of six The provision for severance compensation and anni- Kong). New acquisitions in 2020 are a 26 % participa- to eight years or fourteen to twenty years (for products in versary bonuses is calculated actuarially according to the tion in Shopreme GmbH Austria as well as a 20 % par- the heavy-load sector with a very long useful life which PUC method (“projected unit credit method”), whereby ticipation in Atlantic Pacific Equipment LLC in the United do not come into contact with concrete) is deducted. for the purposes of calculation the pensionable age is States. All associated companies are consolidated using Additional valuation adjustments are created to reflect the earliest possible eligible age for (early) retirement the at equity method. The differences discovered as a unusually long holding periods in inventories as well as according to the Pension Reform Act of 2004, taking result of the first equity consolidation was allocated with- the special risks associated with rented formwork. As a into account transitional arrangements. The calculation is in the companies to the goodwill, existing patents and result of the purchase option after the completion of a 38 39 Notes on the Consolidated Balance Sheet as of 31.12.2020

During 2020 the consolidation range was extended to EUR 7.2 million. In most cases these were replacement The other receivables include mainly receivables from The active and passive deferred taxes affect tax pro- include the newly formed companies Doka US Holding investments. income and earnings as well as other taxes amounting to visions in accordance with § 198 Abs.10 UGB and have Ltd., Doka Development LLC, Doka Scaffolding Trading From 2020 the shares in associated companies TEUR 40,788 (previous year: TEUR 47,593). The other re- been calculated according to the tax rates which are valid GmbH, umdasch Madosan Rif Sistemleri TAS and um- include, in addition to the 30 % share in the American ceivables also include TEUR 21,322 (previous year: TEUR in the different countries. In addition, during the calcu- dasch Madosan Dis Ticaret. company Contour Crafting Corporation Ltd. and the 23,720) of earnings which will only become payable after lation for each country the possibility of active deferral The following companies no longer form part of the 40 % share in Doka China Sales Ltd. (Hong Kong), a 26 % the balance sheet date. of tax in the next years was taken into account as far as consolidation range: Rauh Betonschalungen AG, which participation in Shopreme GmbH in Austria and a 20 % The marketable securities include exclusively pen- possible. Active and passive tax deferrals have been bal- was merged with Doka Schweiz AG as of 1.1.2020, and strategic participation in Atlantic Pacific Equipment LLC. sion funds with acquisition costs amounting to TEUR anced for each company separately and represented in ATT Interijeri d.o.o. Serbien, which was liquidated. The investment securities are largely used to secure 40,370 (previous year: TEUR 21,118). Minor depreciations each case on the larger side. The investment in intangible assets amounting to pension obligations and are pledged to the beneficiaries. have taken place. The following deferred taxes are calculated in the EUR 2.0 million applies mainly to various software prod- As a result of decreases in market value a depreciation main balance sheet positions: ucts and corporate licences in the central IT department of TEUR 4 (previous year: appreciation of TEUR 88) oc- in Amstetten. curred. Amounts in TEUR Active deferred Passive deferred Active deferred Passive deferred A total of EUR 44.7 million was invested in tangible The inventory includes finished goods and prod- taxes 31.12.2020 taxes 31.12.2020 taxes 31.12.2019 taxes 31.12.2019 assets. As a result of the coronavirus pandemic this ucts to the value of TEUR 186,563 (previous year: TEUR Fixed assets 233 -3,226 1,000 -2,347 was only marginally more than the annual deprecia- 238,759). The finished goods belonging to Doka are pro- tion on tangible assets amounting to EUR 42.5 million. duced mainly in Austria and in part in Slovakia (formwork Reserves 7,587 923 9,786 1,094 The largest single investment related to the new pow- panels). The main production locations of umdasch Store Formwork used for rental purposes 30,297 -8,144 39,365 -7,674 der-coating facility at our St. Martin location, which is still Makers are in Austria and the Czech Republic. under construction, with pro rata construction costs of The formwork used for rental purposes has a book Receivables 4,936 2,031 7,122 1,744 EUR 9.8 million. In addition, construction investments value if TEUR 398,989 (previous year: TEUR 430,213). Staff provisions 5,181 192 5,912 98 were made at our branch location in Graz amounting to To a large extent these are finished goods produced by EUR 1.1 million and investments in machinery for our pro- the company itself and rented out to customers via the Other provisions 2,424 -1,109 2,581 -1,344 duction locations at Amstetten and St. Martin amounting Doka sales structure. Valuation reserves -947 -5,512 -1,158 -5,135 to EUR 3.1 million. The trade receivables include a fixed amount of The completion of the new national headquarters in adjustments amounting to TEUR 18,074 (previous year: Losses carried forward 5,740 2,754 6,220 2,787 Poland (Warsaw) resulted in investments amounting to TEUR 11,294). An amount of TEUR 6,539 of this sum Other -2,224 -168 -4,868 -140 EUR 4.9 million; a site extension for the national head- derives from the adjustment of the value adjustment quarters in Romania cost approx. EUR 0.9 million and a percentage rate to 4 %. Of the trade receivables, TEUR Deferred taxes according to balance sheet 53,227 -12,259 65,960 -10,917 downpayment of approx. EUR 1.3 million was made on a 3,310 (previous year: TEUR 4,530) are secured by bills plot of land in Florida. The new additions to the fixtures, of exchange. The nominal share capital remains unchanged and amounts to TEUR 36,350, divided into 5 million zero par furnishings and office equipment amounted to a total of value bearer shares. 40 41 Notes to the Consolidated Income Statement 2020

Other provisions The income statement has been prepared according to The income consists principally of the proceeds from the Austrian “total cost” method. the sale and rental of Doka formwork products and the Amounts in TEUR 2020 2019 planning, supply and installation of shopfittings in the umdasch Store Makers Division. Reserved for jubilee bonus 8,298 7,975

Other staff-related provisions 49,647 48,584 Revenues by division Reserves for guarantees and warranties 8,829 7,473 Amounts in TEUR 2020 2019 Reserves for order-related finishing work 11,145 7,508 Doka Schalungstechnik 1,169,770 1,276,445 Reserves for buy-back obligations 5,120 6,199 umdasch Store Makers 241,459 240,749 Reserves for income deductions 7,744 6,612 Umdasch Group Ventures 215 41 Reserves for missing invoices 11,390 15,872 Total revenues 1,411,444 1,517,235 Reserves for potential losses from pending claims 6,816 4,269 Reserves for third-party commissions 2,065 2,886 Other miscellaneous reserves 19,250 20,525 Revenues by region Total other provisions 130,304 127,903 Amounts in TEUR 2020 2019 Austria 191,401 181,590 European Union 684,369 740,415 The liabilities due to financial institutions include TEUR The contingent liabilities arising from bank guarantees, 36,605 (previous year: TEUR 48,921) with a remaining notes and drafts payable total TEUR 14,059 (previous Rest of Europe 135,389 121,758 term of more than 5 years. Of the liabilities due to financial year: TEUR 11,186). Abroad 400,285 473,471 institutions with a remaining term of up to 1 year, TEUR The use of tangible assets not shown in the balance Total revenues 1,411,444 1,517,235 57,164 (previous year: TEUR 97,164) result from export sheet will generate obligations for 2021 totalling TEUR financing with revolving character. 24,382 (previous year: TEUR 25,079) and TEUR 77,732 The accounts payable trade include TEUR 5,370 (pre- (previous year: TEUR 81,689) for the years 2021–2025. The reduction in revenues amounting to almost 7 % a reduction in revenues of just over 3 % compared with vious year: TEUR 17,276) liability for investments. affected the various regions very differently. While rev- 2019. Outside Europe the reduction in revenues was con- The remaining liabilities include an amount of TEUR enues in Austria and Central Europe were even marginal- siderably higher and amounted to over 15 %. With the 25,260 (previous year: TEUR 14,425) for expenses that ly higher than in 2019, a reduction in revenues was exception of North America (revenues reduction approx. will only become due and payable after the balance sheet unavoidable in the rest of the European Union and in the 6 %), all the other regions suffered from double-figure date. rest of Europe. Therefore, in Europe as a whole there was revenues reductions.

Other operating income

Amounts in TEUR 2020 2019 Foreign exchange gains 6,761 7,260 Grants and subsidies 3,068 2,004 Corona short-time work benefits 24,248 0 Reversal of value adjustments 0 7,328 Insurance compensation payments 706 739 Recovery of previously written off receivables 190 448 Sundry income 1,185 2,433 Total other operating income 36,158 20,212 42 43 Notes to the Consolidated Statement of Cash Flows 2020

The cost of materials includes depreciation amounting to The expenses for severance payments and payments The consolidated statement of cash flows was prepared The cash flows from the investment and financing -ac TEUR 131,681 (previous year: TEUR 131,935) on formwork to the company savings plan amounted to TEUR 15,656 according to the indirect method. The changes of bal- tivities are determined on a cash basis. The dividend used for rental purposes. (previous year: TEUR 8,469). ance sheet positions taken into account in the cash flow payment is recorded under cash flow from financing resulting from operating activities have been adjusted for activities. The liquid assets include cash and bank assets effects resulting from currency translation. with remaining terms of up to three months.

Other operating expenses

Amounts in TEUR 2020 Amounts in TEUR 2020 2019 Cash and cash equivalents according to balance sheet 179,239 Transport costs 77,161 86,362 Less short-term investments (with remaining term of > 3 months) -25,000 Write-off of customer receivables 18,338 22,290 Balance of financial resources (cash and cash equivalents) 154,239 Remuneration WB to customer and other receivables 12,078 9,873 Lease and rental expenses 29,567 30,691 Advertising expenses 6,826 15,069 The payments from company acquisitions contained in the cash flow from investment activities consisted of the Maintenance 14,294 20,824 following elements: Travel expenses 11,259 24,941

Consultancy fees 27,138 31,313 Amounts in TEUR 2020 2019 Foreign exchange losses 16,334 7,775 Acquired Sundry expenses 36,645 41,657 Assets - 688 -1,174 Total other operating expenses 249,640 290,795 Current assets - 2,564 - 10,451 Reserves + 194 + 1,622

The other interest and similar revenues also include for- A consolidated tax-sharing agreement has been drawn Liabilities + 2,964 + 2,563 eign-exchange gains as a result of financing amounting up with the subsidiary companies in Austria, by means Equity - 94 - 7,440 to TEUR 4,085 (previous year: TEUR 11,397). The other of which the corporate tax is paid by the company and Share of equity 55 % (previous year: 100 %) - 52 - 7,440 interest and similar expenses also include foreign-ex- recovered from the members of the group. From 2018, change losses as a result of financing amounting to TEUR in the case of losses a negative tax allocation will be Goodwill - 2 , 3 6 4 - 7,647 30,932 (previous year: TEUR 5,199). credited. Purchase price company acquisitions - 2,416 - 15,087 The taxes on income and profits include income resulting Change in liabilities from company acquisitions - 1,240 - 2,152 from the change in deferred taxes amounting to TEUR Cash and cash equivalents acquired + 4 8 + 2,666 14,246 (previous year: TEUR 7,115). Expenditure amount- ing to TEUR 15,331 (previous year: income TEUR 4,005) Payments from company acquisitions - 3,608 - 14,573 is the result of taxes from previous periods and refers largely to provisions for a tax inspection in the Arabian region. The company is the parent company under § 9 KStG (Corporation Tax Act; “Stand-alone” method). For tax purposes the concern includes the subsidiary com- panies both within Austria and abroad. 44 45 Further Notes

• Financial instruments • Forward currency sales without • Additional information With regard to the remuneration of the board of man- In spite of the consolidation of accounting within the valuation unit The expenses related to the auditor for the examination agement in accordance with § 239 (1) Z 4, the protection group, the underlying currency risk secured with the On the balance sheet date the group held euro forward of the annual statements of account from Austrian sub- clause according to § 242 (4) UGB is in operation. The forward currency purchases listed below still remains. currency sales without a valuation unit amounting to sidiary companies incorporated into the consolidated payments to former members of the executive board TEUR 9,000 (previous year: TEUR 10,050) with a positive statement of accounts amounted to TEUR 207 (previous amounted to TEUR 584 (previous year: TEUR 576 TEUR). • Interest rate swaps without a valuation market value of TEUR 167 (previous year: TEUR 246). year TEUR 200). Payments amounting to TEUR 150 (previous year: unit for part of long-term loan financing TEUR 150) were made to members of the supervisory The group holds interest rate swaps with a nominal val- • Events since the accounting date board. ue of € 65.0 million (previous year: € 65.0 million) with Apart from the continuing coronavirus pandemic, no a negative market value of TEUR 5,810 (previous year: events of special note have occurred since the balance • Staff TEUR 4,167). In view of the different terms of the under- sheet date. Of the expenses for severance payments and pensions, lying transactions it was not possible to form a valuation TEUR 396 (previous year: TEUR 699) were paid to (for- unit. A contingent loss reserve was therefore created for • Use of results mer) members of the board and TEUR 17,828 (previous the negative market values. The Executive Board will propose to the Supervisory year: TEUR 10,432) to other employees. Board that the dividend payments should amount to The average number of employees during the re- € 20 million. porting year was 8,793 of whom 3,824 were wage em- • Forward currency sales with valuation unit for company financing ployees and 4,969 were salaried employees (previous • Organs year: 8,810, of whom 3,930 were wage employees and All values in TEUR Nominal 2020 TEUR value Nominal 2019 TEUR value 2020 2019 Executive Board: 4,880 were salaried employees). Dr. Andreas J. Ludwig, Chief Executive Officer AED Arabian Dirham 40,000 9,374 40,000 9,473 Prof. Dipl. Ing. Mag. Friedrich Rödler Supervisory Board: AUD Australian Dollar 12,000 7,362 12,000 7,371 Hilde Umdasch, Chairwoman CAD Canadian Dollar 14,000 8,969 22,000 14,853 Alfred Umdasch, Deputy Chairman Mag. Dr. Reinhold Süßenbacher EUR Euro 12,000 12,000 22,000 22,000 Dr. Jörg Jakobljevich

CLP Chilean Peso 0 0 3,000,000 3,495

GBP Pound Sterling 7,000 7,747 7,000 7,828

PEN Peruvian Sol 0 0 15,000 3,960 Amstetten, 21 April 2021

PLN Polish Zloty 60,000 13,264 60,000 13,753 The Executive Board

SAR Saudi Arabian Rial 45,000 9,804 45,000 10,643

SGD Singapore Dollar 8,000 4,980 8,000 5,133

USD US Dollar 42,700 35,830 46,200 40,675 Dr. Andreas J. Ludwig Prof. Dipl. Ing. Mag. Friedrich Rödler

109,330 139,184

Positive market value TEUR 3,414 3,436

Negative market value TEUR -210 -1, 796

In view of the hedge accounting relationship with the underlying transactions the creation of a contingent loss reserve for the negative market values has not been undertaken. 46 47 Development of Fixed Assets – Group

Amounts in TEUR Development of acquisition costs Development of accumulated depreciation Net book value

Exchange Additions Exchange rate Additions Annual 1.1.2020 rate differ­­- consol. Additions Disposals Transfers 31.12.2020 1.1.2020 Disposals Transfers 31.12.2020 31.12.2019 31.12.2020 ences range differences consol. range depreciation

I. INTANGIBLE ASSETS

1. Patents and similar rights 47,878 -98 77 1,860 -67 3 49,653 35,606 -80 49 3,699 -61 39,213 12,272 10,440

2. Goodwill 51,420 -427 2,364 18 -553 52,822 21,691 -166 5,424 -263 26,686 29,729 26,136

3. Advance payments made 393 141 -3 531 393 531

Subtotal 99,691 -525 2,441 2,019 -620 103,006 57,297 -246 49 9,123 -324 65,899 42,394 37,107

II. TANGIBLE ASSETS

1. Developed land

Value of land 95,962 -3,048 1,441 -222 7,745 101,878 1,580 -116 -242 1,222 94,382 100,656

Value of buildings 442,005 -7,528 67 6,155 -2,189 18,913 457,423 240,524 -3,331 33 16,567 -1,544 252,249 201,481 205,174

2. Undeveloped land 15,368 -178 31 -1,216 14,005 442 -442 14,926 14,005

Technical equipment and 3. machinery 306,467 -1,892 1,286 5,717 -3,222 2,428 310,784 251,517 -603 713 11,171 -3,138 -8 259,652 54,950 51,132

Other equipment, furniture, 4. fixtures and office equipment 150,884 -2,597 159 7,159 -4,874 584 151,315 109,819 -1,864 132 13,025 -4,270 8 116,850 41,065 34,465

5. Low-value assets 15 -1 2 1,442 -1,440 18 15 -1 2 1,458 -1,456 18

Advance payments made and 6. construction in progress 46,765 -2,040 4 22,749 -327 -29,670 37,481 214 -51 273 -273 163 46,551 37,318

Subtotal 1,057,466 -17,284 1,518 44,694 -13,490 1,072,904 604,111 -5,966 880 42,494 -11,365 630,154 453,355 442,750

III. FINANCIAL ASSETS

Shares in associated 1. companies 9,897 11,563 21,460 2,764 271 1,942*) 4,977 7,133 16,483

2. Other investments 394 -26 368 192 192 202 176

3. Securities 11,591 618 12,209 116 4 120 11,475 12,089

Subtotal 21,882 12,181 -26 34,037 3,072 271 1,946 5,289 18,810 28,748

1,179,039 -17,809 3,959 58,894 -14,136 1,209,947 664,480 -5,941 929 53,563 -11,689 701,342 514,559 508,605

*) pro rata annual result 48 49 Report on the Consolidated ­Financial Statements of the ­Umdasch Group AG 2020

1. The Group as a whole the marketing subsidiaries. Within the framework of a nues. It was also in these regions that the effects of local the production locations in the Lifestyle and Premium “Cost Focus” programme which was developed in great lockdowns were most marked. sectors because of the high fixed costs. For the Neiden- The Umdasch Group AG is the group parent com- detail, cost savings including staff reductions were intro- stein production location, which had already been experi- pany and as such the holding company of the sub- duced worldwide, in order to adapt the cost structure to 3. umdasch Store Makers encing great difficulty in operating profitably in recent sidiary companies Doka Group, umdasch Store Makers the reduced level of business. In addition, a social plan years, the collapse of demand was ultimately the reason and Umdasch Group Ventures. It also owns directly or was negotiated and concluded at the Amstetten location As a subsidiary company of the Umdasch Group AG, the for the works closure which was initiated in April 2020. indirectly parts of the properties necessary to the oper- (including St. Georgen and St. Martin), and a hardship umdasch Store Makers Management GmbH, Amstetten, Our Dubai production location was also so badly af- ations of the subsidiary companies and rents these out fund was set up. is the umbrella company of the subgroup umdasch Store fected by the current situation that it is very likely that this to the subisdiaries. The course of the global crisis was reflected in the Makers. The shopfittings are produced and purchased in works, too will have to be closed during the next months. A further task is the partial financing of the subsidiary consolidated revenues of the Doka subgroup (revenues various companies in Austria and abroad and are also in- The relevant costs of the closures are included in full in companies Doka GmbH, umdasch Store Makers Man- growth by quarters): Q1 -0.3 %; Q2 -13.7 %; Q3 -10.2 %; stalled, in some cases as turnkey installations. The market the results of 2020. agement GmbH, Umdasch Group Ventures GmbH and and Q4 -8.7 %. is developed directly via subsidiary companies in Austria Umdasch Immobilien GmbH. During the course of 2020 the production of Doka and abroad. • Acquisition Turkey GmbH was affected by the previously mentioned COVID- In spite of the general difficulties caused by the coro- 2. Doka Group 19 crisis and was less busy than during 2019. A reduction • The general economic environment navirus during the past year, in October 2020 we were in contract labour, the use of working time credits, short- As was to be expected, the past year was overshadowed able to conclude an acquisition in the Food Retail sector As a subsidiary of the Umdasch Group AG, Doka GmbH time working and staff redundancies were all employed to a very great extent by the effects of the coronavirus which had been planned for some time. In spite of the is the umbrella company of the Doka Group. The form- as a means of reacting to the reduced demand. pandemic. Thanks to an excellent start to 2020 and a difficult conditions which applied, for example, to travel work is produced in works in Austria, Slovakia and Russia. Within the framework of the restructuring measures, positive development in certain business areas, however, arrangements during 2020, since 1.10.2020 Umdasch The market development takes place via sales offices two distribution centres in Jebel Ali (Dubai) and Singa- and considering the circumstances, the year nonetheless Store Makers has been in possession of a 55 % major- worldwide. pore were closed; the distribution centres in Amstetten reveals a positive picture on the sales side. ity holding in Madosan (Bursa, Turkey), a company with (Austria), Apolda (Germany) and Chicago (USA) continue On the whole, the expected downturn in revenues annual revenues of approximately EUR 7 million and a • The general economic environment to operate. did not take place. From March 2020, as a result of the workforce of some 120 employees. Madosan has there- During the spring of 2020, before the spread of COVID-19, compulsory shop closures, which were very long-last- fore been incorporated into the consolidation range of the world economy demonstrated moderate growth. • Strategic partnership ing in some cases, as well as the subsequent economic the Food Retail Division. The company operates primarily During the first two and a half months, Doka’s business In October 2020 Doka Development LLC, a second-gen- challenges faced by many of our customers, there was in the fields of low-price metal shelving and heavy-duty was marked by this development. The global outbreak of eration subsidiary of Doka GmbH, acquired a minority a marked reluctance to invest in most sectors (fashion, shelving, which perfectly complements our product range COVID-19 led to a major downturn in the world economy, share in the American scaffolding manufacturers AT-PAC luxury, travel,…), which still continues to some extent. In in Leibnitz, because these two areas have hitherto only although the basic business of the construction industry LLC, located in Roswell, GA. At the same time a Sales other areas (food, health and beauty stores, banks, fur- been marginal areas of activity for us. shrank more slowly than, for example, the service sec- and Distribution Agreement was agreed between Doka niture, …) however, following a brief downturn a greater In addition to the development of the markets in tor because of its full order books and long lead times. GmbH and AT-PAC LLC with extensive worldwide sales demand than before the pandemic could be observed which it has been operating to date, the new member Revenues were influenced to a greater extent by the rights in the scaffolding sector. Through this partnership during the second quarter. In comparison with other of the group will also function in future as a supplier for temporary lockdowns, which differed between regions Doka has acquired major opportunities in the global scaf- companies whose business reflects the market, the the sales team within the DACH region, which will lead and which in some cases resulted in a complete stand- folding market. Umdasch Storemakers Group offers a very broad range to considerable growth of the unit. still on construction sites. By and large, however, in most of services and hence operates in almost all retail sectors; countries throughout the world the construction sector • Revenues development it is this fact that has doubtless stabilized the subgroup • Revenues development was regarded as “essential business”, so that building During 2020 the Doka subgroup recorded revenues and preserved us from a larger reduction in revenues. With revenues of EUR 241.8 million it has even been pos- activity continued to progress at a moderate level despite of EUR 1,174.2 million (previous year EUR 1,282.1 million) However, we must assume that in the sectors worst sible to exceed by a small amount the revenues of the the numerous lockdowns. worldwide, representing a decline in revenues of 8.4 %. affected by the prescribed shop closures it will be some previous year amounting to EUR 241.4 million, thanks also Depending on region, there were considerable differ- time before a recovery can be expected. to the first consolidation of the new acquisition Madosan • Crisis measures ences in the development of business within its sales (approx. EUR 1.9 million revenues during the fourth quar- The management implemented crisis measures for subsidiaries. While Central Europe was able to achieve • Restructuring ter). But even without the revenues which were consol- Doka GmbH as well as for its subsidiary companies. Be- modest growth despite the crisis and revenues in North Although the total revenues of the subgroup remained idated within the subgroup for the first time in 2020, on tween April and September the Amstetten, St. Georgen America (USA and Canada) declined only slightly (partly stable in comparison with the previous year, the reduced the whole the expected revenues collapse did not occur. and St. Martin locations went onto short time working as a result of differences in exchange rates), the regions demand in the sectors which were worst affected result- The wide variation in the development within the in both the production and administrative departments. Latin America, Middle East & Africa as well as Asia & Pa- ed in a massive under-utilisation at some locations. This divisions, to which we have already referred, was also Various cost-saving programmes were implemented in cific were affected by double-figure reductions in reve- under-utilisation led to substantial losses in particular at reflected in the revenues figures. While the Food Division 50 51

grew as a whole by more than 12 %, the Premium Divi- • Revenues development The balance sheet total of the Umdasch Group sank 8. Risk management and sion in particular was the worst affected, with a decline Umdasch Group Ventures GmbH achieved consolidated contingent upon the volume by EUR 56 million (-3.1 %), in revenues of almost 30 %. revenues amounting to EUR 3.80 million (previous year: whereby inventories were reduced by EUR 85 million and internal control system EUR 1.26 million) in 2020, mainly through revenues of customer receivables by EUR 76 million. At the same time 4. Umdasch Group Ventures CONTAKT GmbH with the affiliate company within the liquid assets increased by EUR 139 million. The business risk is taken into account by means of or- group, Doka GmbH. The cashflow from ongoing business activities ganisation and systems. These are appropriate for the Umdasch Group Ventures GmbH is the parent com- amounted to EUR 307.0 million (previous year EUR 111.9 type and volume of business and are subject to perma- pany of the subgroup Umdasch Group Ventures. As a million). The very large increase was due to the large re- nent modification. Processes that are appropriate to pure development company, Umdasch Group Ventures 5. Umdasch duction in working capital. The cashflow from investment the risks concerned are ensured by stable and secure GmbH focuses on basic trends and disruptive innovation activities amounted to EUR -113.9 million (previous year business processes. throughout the entire life cycle in the field of construc- Immobilien GmbH EUR -99.0 million). This includes short-term investments The central elements of the internal control system of tion methods (from planning to demolition) and the retail amounting to EUR -44.9 million (previous year: EUR 0 Umdasch Group AG and its subsidiaries are sector by means of a number of development projects. Investments in new properties are made worldwide directly million) with a remaining term of more than 3 months in • The Code of Conduct issued by the Umdasch Umdasch Group Ventures GmbH pursues the mar- or indirectly by Umdasch Immobilien GmbH, Amstetten. the current financial assets. Group AG, with the addition of specific compliance keting of the technologies and business models it has de- They are then rented to companies of the Doka Group or With the new raising of EUR 30 million long-term regulations, veloped through the subsidiary companies it has formed, umdasch Store Makers Group. Since 2012 the company’s financing, the planned use of funds for interest and • The anonymous whistleblower system, Umdasch Group NewCon GmbH, Neulandt GmbH and operative activities have been in connection with projects amortisations and dividends totalling EUR 12.9 million, • Company-wide guidelines and procedural in- Contakt GmbH. In addition, technologies and products in Austria, Germany, the Netherlands, the United Kingdom, the outflow of funds from financing activity amounted to structions, are also sold or licensed to the affiliate company Doka Poland, Romania, Russia and the United States. EUR -94.5 million (previous year EUR -21.1 million). This • Clearly defined organisational structures and job GmbH, if they fit into the company’s portfolio. During 2020 the Doka headquarters in Poland and resulted in total in an increase in cash and cash equiv- descriptions and the United Kingdom were both completed. Both prop- alents of EUR 98.6 million (previous year: reduction of • Compulsory compliance training sessions for staff. • The general economic environment erties are leased long-term to the relevant national Doka EUR 8.3 million). As a result of the financial framework conditions, the subsidiary. In addition, the management and quality-management effects of the global pandemic required a massive in- system of selected subsidiary companies and sec- tervention in the budgeting of almost all business units. 7. Financial instruments ond-generation subsidiaries are certified according to From 1 April 2020 the option of Covid short-time working 6. Key figures ISO 9001. The effectiveness of the internal control system was utilised as far as possible, in order to reduce the loss Over and above the equity bases, the Umdasch Group and the efficiency of the processes is examined by means of expertise to a minimum and nonetheless to realise During 2020 the Umdasch Group achieved revenues AG essentially finances Doka GmbH, umdasch Store of the regular audits of the Corporate Internal Audit. For strategic goals in a focused manner, albeit over a longer of EUR 1,411.4 million. The revenues thus lay almost 7 % Makers GmbH, Umdasch Group Ventures GmbH and this the Corporate Internal Audit, as the staff position of period of time. Sales activities were given priority. below the level of the previous year, which amounted Umdasch Immobilien GmbH by means of floating rate the executive board, examines the companies, the or- In spite of short-time working, Umdasch Group Ven- to EUR 1,517.2 million. The Umdasch Group generated corporate loans “at arm’s length” and whenever possible ganisational units and the functions of the subgroups for tures GmbH (UGV), as the umbrella company within the an EBIT of EUR 123.9 million (previous year EUR 118.8 in local currency. The resulting foreign currency posi- the entire Umdasch Group and also regularly in the audit subgroup, focused during the reporting period on build- million); the increased EBIT despite reduced revenues tions are partially secured within the framework of the committees of the Umdasch Group AG, Doka GmbH and ing up expertise in the fields of BIM (Building Informa- is due not only to the strict cost management but also risk management. Exchange rate gains and losses from umdasch Store Makers Management GmbH. tion Modeling), IoT hardware development and project to the various state coronavirus support programmes. the remaining outstanding corporate loans are thus in- The risk-oriented reporting system provides regular ownership within software development. In the fields of The Umdasch Group closed the year with consoli- cluded in the financial result of the Umdasch Group AG. Financial Reporting, financial and non-financial KPIs and law, purchasing, HR, finances and systems IT, the com- dated earnings before tax amounting to EUR 81.3 million The financing requirements are covered by bilat- analyses to the relevant recipients via a cockpit world- pany was supported by shared services from its sister (previous year EUR 104.7 million) and a consolidated net eral bank loans. The parent companies of the three wide. company Doka. income of EUR 20.8 million (previous year EUR 62.9 mil- subgroups are largely financed via loans – in the case Forecasts for the sections and subsidiaries take place On the level of its own marketing organisation, the lion) ab. Its financial success totalling EUR -42.6 million is of Doka GmbH also a promissory note bond – in Austria regularly for both financial and non-financial KPIs. An -En business year 2020 of Umdasch Group NewCon was considerably less than the previous year’s figure of EUR and abroad. Financing is based on the euro and most of terprise Risk Management (ERM) is produced quarterly characterised by numerous activities for the success- -14.1 million. The reasons for this lie in the high exchange it is floating. and informs the Executive Board specifically concerning ful support of the market entry for BU CONTAKT on the rate losses from the group financing caused by the high risk indicators in the areas incoming orders, revenues, one hand and for the preliminary market contacts for BU degree of volatility in various currencies. market, receivables management, purchasing and sales NEULANDT on the other. Investments in property and intangible assets and prices, quality, inventories and currency risks. financial investments amounted to EUR 58.9 million (pre- Because of its global presence the Umdasch Group • Strategic holdings vious year EUR 98.8 million). and its subsidiaries are exposed to risks arising from The company aims to negotiate strategic holdings in the changes in currency exchange rates. Risks relating young technology companies worldwide, preferably 2020 2019 to currency exchange rates within the divisions of the Return on sales above the blocking minority, provided that their areas 8.8 % 7.8 % company are secured in line with a defined hedging pol- (EBIT/ sales revenues) of focus are seen to be particularly important strate- icy determined by the Management Board by means of gically and they have already achieved a considerable Return on equity “plain vanilla” currency futures (forward swaps). There is 8.5 % 11.2 % advantage. The holdings in Contour Crafting Corp. (30 (Income before taxes/ Ø equity) always a link to the underlying transaction. %) in the United States and NeoTwin GmbH (51 %) in Ger- Return on investment 6.9 % 6.6 % many have already been in existence for some time. A (EBIT/ Ø total capital) new addition is a 26 % participation in Shopreme GmbH in Austria. The company focuses on solutions in the field Adjusted equity ratio of self-checkout tills, cashless payments via the Shop- (Equity / total capital- 61.4 % 55.2 % liquid assets) reme app and similar needs from the retail sector. 52 53

9. Research and • Volto Panel 11. Compliance Thus the idea of the integration and hence correlation The flexible steel formwork for tunnel projects can be between sustainability and current business activities will ­development adapted to changing conduit geometries and has en- The Umdasch Group and its subgroups ensure the ob- be demonstrated and sustainability will be established abled us to enter into a new segment. The solution de- servance of compliance regulations in all its companies as a driving force for innovation in essential corporate For some years now the fundamental research within rives from a cooperation with an external partner and worldwide. Compliance-relevant processes are com- processes. the Umdasch Group has been carried out by Umdasch was employed on the first construction sites during 2020. pulsory and are regularly trained in digital and analogue Group Ventures. The company aims to provide analysis procedures by the Compliance Organisation (Chief 13. Prospects and decision-making and the drawing up and implemen- • DokaMT Compliance Officer, Compliance Officers and Compli- tation of development projects with the aim of leading The development activities for the project DokaMT are ance Ambassadors). Their observance is checked – if The continuation of the COVID-19 crisis means that we the development of potentially disruptive new skills and nearing completion. With DokaMT, Doka will be able to appropriate in conjunction with the Corporate Internal shall have to continue to “drive by sight” during 2021. expertise for the solution of relevant customer problems cover a new segment in the field of tunnel formwork. The Audit. Within the budgeting framework, scenario calculations for the Group. new solution is available for rental and represents for our have been drawn up for all organisations, backed up by Extensive and regular research is undertaken on po- customers an economically attractive alternative to the 12. Sustainability lists of measures, and corresponding trigger points for tential new technologies and global trends which could traditional sales products. further measures will be defined. This scenario planning become active generally, but in particular within the (Integrated Reporting) permits a flexible adaptation of measures which is ap- global construction and retail processes, with the aim of • Scaffolding propriate for the markets concerned. achieving a significant reduction in the likelihood of stra- Following our strategic investment in AT-PAC, the product The sustainability report for 2019 was not issued as a re- Investments have been planned more or less at the tegic surprises for the entire group through wide-ranging category scaffolding will become a separate business area. sult of the coronavirus pandemic. Therefore the relevant level of the previous year, whereby there will be a focus knowledge of global trends and technological skills in all Our entry into the global market for scaffolding opens up developments within the Umdasch Group and its subsid- on the realisation of market opportunities and increased fields. This core activity of Umdasch Group Ventures is hitherto undeveloped market segments and represents an iaries will be presented in the form of an integrated an- efficiency through the improvement of processes. in operation at all times. important milestone in Doka’s growth strategy. Together nual report during 2020, the year currently under review. The potential value of products and business models with our strategic partner AT-PAC, Doka is entering into the Based on the framework of the International Integrat- are priorities within Umdasch Group Ventures and either industrial segment worldwide. The Ringlock scaffolding ed Reporting Council (IIRC), this will introduce for the developed to market maturity within the company via system has been introduced in the markets Middle East / first time KPIs which report on the performance in the several project phases or secured and made available Asia Pacific and Latin America. The market entry in North individual types of capital according to the IIRC (Finan- to the Group through strategic participation. America and Europe is in preparation. cial Capital, Intellectual Capital, Manufactured Capital, In addition, within the Doka Group in particular there In the area of umdasch Store Makers the focus of Human Capital, Social & Relationship Capital and Natural are continuous research and development activities in research and development lies in the development of Capital). Henceforth this will be measured continuous- the core area of formwork technology. During 2020 the system solutions and special furnishing units (e.g. the ly and changes will be shown in a transparent manner. following important new products were launched onto Liquid Dispenser) in the field of Food Retail and in the Ecological criteria will form a major focus of the reporting the market: integration of e-components into shopfitting in the field (e.g. the share of investment with a positive ecological of Digital Retail. Apart from these, only customer-specific effect). Aspects of innovation and market capability and • Framed formwork DokaXlight product developments are undertaken. staff leadership and development will be correspond- With DokaXlight, Doka has completed the product port- ingly shown. folio of wall formwork by adding a very light yet robust one-man hand-set formwork. The system was intro- 10. Digitalisation duced in 2020 in Central Europe and Western Europe and permits a simple, ergonomic and economical ap- The subject of digitalisation has accelerated as a result of plication in new constructions or building within existing the coronavirus pandemic and is therefore, as in previous Amstetten, 21 April 2021 contexts. years, a special area of focus within all the divisions of the Umdasch Group. The Executive Board • DokaXact Within the Doka Group, digitalisation is already being DokaXact is the first wireless, interactive, sensor-based actively presented to customers in the areas of Digital system for the precise positioning of wall formwork elem- Services and Digital Engineering. With subjects includ- ents in the construction of vertical buildings such as high- ing eCommerce & mydoka+, Remote Instructor, Doka rise building cores. Successful projects were implement- Xact, Concremote and Easy Formwork Planner, Doka is Dr. Andreas J. Ludwig Prof. Dipl. Ing. Mag. Friedrich Rödler ed in several countries during 2020. already in the forefront when it is a question of promoting digitalisation on the construction site. • Eurex 20 LW The products Contakt Sensor and Contakt Build & Manufactured from high-strength steels using innova- Hub were developed with Umdasch Group Ventures and tive production technology, the Eurex 20 LW saves ap- are sold by Doka. Here the Umdasch Group focuses on proximately 20 % of weight compared with traditional the digitalisation and process analysis of in-situ concrete supports of unalloyed building steel – with the same construction sites with the aim of increasing productivity. performance and useful life. This results in considerably With its Digital Retail Division the umdasch Store improved application and manipulation for the user. Sales Makers Group has already been focusing on digitalisation in the first two leading markets were very successful dur- in the retail sector for several years. In 2020 the recently ing 2020. created strategic partnership of Umdasch Group Ven- tures with Shopreme represents a further step towards the digitalization of the world of shopping. 54 55 Auditors’ Report

with Austrian regulations as well as with the articles of Furthermore: We discuss with the audit committee, amongst other Report on the Consolidated association. The management responsibility in this re- • We identify and assess the risks of substantial false things, the planned extent of the audit and the proposed spect includes: the establishment, execution and main- representation resulting from fraudulent actions or er- timetable for the audit as well as the significant audit Financial Statements tenance of an internal control system, inasmuch as this rors in the consolidated financial statements, plan the findings including any significant shortcomings in the is relevant for the preparation of the consolidated finan- approach to the audit as a reaction to these risks, carry internal control system which we have recognised as a cial statements and the presentation of a picture of the it out and acquire audit evidence which is sufficient and result of the audit. • Audit Opinion overall financial situation of the Group which is free from appropriate to serve as a basis for our assessment. The We have audited the attached consolidated financial substantial false representation resulting from fraudulent risk that substantial misrepresentations resulting from • Report on the Group Annual Report statements of the Umdasch Group AG, Amstetten, and its actions or errors. fraudulent activity will not be discovered is greater than The Group Annual Report should be examined on the subsidiary companies (the concern). These consolidated In preparing the consolidated financial statements those resulting from errors, since fraudulent activities basis of the legal requirements to ascertain whether it financial statements comprise the consolidated balance the legal representatives are responsible for judging the can include fraudulent collusive conspiracy, falsifica- is consistent with the consolidated financial statements sheet to 31 December 2020, the consolidated income concern’s ability to continue its business activities, for tion, intentionally incomplete information, misleading and whether it was produced in accordance with the statement, the consolidated statement of cash flows and making known any matters which are relevant for the representations or the bypassing of internal controls. current legal requirements. the consolidated statement of changes in equity for the continuation of the business activities – if applicable –, • We gain an understanding of the internal control sys- The legal representatives of the concern are respon- business year which ended on 31 December 2020 as well and for applying the accounting policy in the continuation tem relevant for the audit in order to plan audit activities sible for the preparation of the Group Annual Report in as the details of the accounting and valuation methods. of the business activities, unless the legal representatives which are appropriate under the given circumstances but accordance with Austrian legal requirements. In our opinion the enclosed consolidated financial intend either to liquidate the concern or to cease busi- not with the aim of issuing an audit statement as to the We have carried out our examination in accordance with statements comply with the legal requirements and con- ness activities or have no realistic alternative. effectiveness of the Concern’s internal control system. professional principles regarding the examination of cor- vey as accurate an impression as possible of the financial The audit committee is responsible for supervising the • We assess the appropriateness of the accounting porate annual reports. position as of 31 December 2020 as well as the results accounting policy of the concern. methods used by the legal representatives as well as the of the concern’s operations and its cash-flows for the reasonableness of the estimated values in the account- • Opinion business year which ended on this date in accordance • Responsibility of the Auditor for the ing system and hence the associated information. In our opinion the management report for the Group has with Austrian generally accepted accounting principles. examination of the Consolidated • We draw conclusions about the appropriateness been drawn up in accordance with the legal requirements Financial Statements of the application of the accounting principles to the and is also in accordance with the consolidated financial Our aims are to obtain sufficient evidence as to continuation of the corporate activities by the legal statements. • Basis for the Audit Opinion whether the consolidated financial statements as a representatives as well as, on the basis of the audit We have carried out our examination on the basis of whole are free from substantial false representation re- evidence, whether there is a substantial uncertainty in • Declaration the Austrian generally accepted accounting principles. sulting from fraudulent actions or errors, and to issue connection with events or the situation which might raise As a result of the knowledge gained from the examina- These principles require the use of the International an audit opinion which includes our final assessment. substantial doubt as to the ability of the company to be tion of the Group Annual Report and the understanding Standards on Auditing (ISA). Our responsibilities accord- Sufficient evidence offers a high degree of certainty but able to continue its business activities. If we come to the of the Concern and its environment we did not discover ing to these regulations and standards are described in is not a guarantee that in all cases an audit carried out conclusion that a substantial uncertainty exists we are any substantial misrepresentations in the Group Annual greater detail in the section “Responsibility of the Auditor in accordance with Austrian regulations, which require required to draw attention to the relevant information in Report. for the Legal Audit” of our Auditors’ Report. In accord- the application of the ISA, will always reveal a substantial the Concern Annual Report in our conclusions or, if these ance with the provisions of Austrian commercial and pro- misrepresentation if one should exist. Misrepresenta- details are inappropriate, to modify our audit opinion. Vienna, 21 April 2021 fessional law we are independent of the Concern and we tions can result from fraudulent actions or errors and are We base our conclusions on the audit evidence which Deloitte Audit Wirtschaftsprüfungs GmbH have carried out our professional duties in accordance seen as substantial if it could be expected that any one or we have gained up to the date of our audit statement. with these requirements. We believe that up to the date more of them could reasonably be expected to influence Future events or occurrences may, however, result in Mag. Andreas Grave e.h. of the auditors’ report we obtained sufficient and suitable the business decisions reached by users on the basis of the concern’s ceasing to pursue its business activities. Certified Public Accountant evidence for our audit to provide a reasonable basis for these consolidated statements. • We assess the overall presentation, the structure and our opinion. As part of the audit in compliance with the Austrian the content of the Consolidated Financial Statements in- generally accepted accounting principles including the cluding the details, also as to whether the Consolidated • Responsibility of the Legal Represen- use of the ISA, we maintain professional judgement and Financial Statements present the business events and tatives and the Audit Committee for the maintain a critical basic approach throughout the entire occurrences on which they are based in such a way that content of the Consolidated Financial audit. as accurate a picture as possible is arrived at. Statements • We acquire sufficient and suitable audit evidence for The Company’s legal representatives are responsible the financial information regarding the units or business for the preparation and content of the consolidated fi- activities within the Concern in order to be able to give nancial statements and the accounting records and the an audit statement regarding the Consolidated Financial preparation of the management report for the group. This Statements. We are responsible for the direction, super- report shall convey as accurate a picture as possible of vision and execution of the audit. We bear sole respon- the overall financial situation of the Group in accordance sibility for our audit statement. 56 Setting the Course

62 Our Visions 76 Our Products 128 Our People 144 Our Partners 156 Our Environment 58 59 From the willingness to change to the chance to make it reality

First of all there is the willingness to change some- thing. That requires a vision, but relatively little effort. Then comes the change. And that requires more: ambition, for example. And courage. But it is the sum of all changes that rings in the setting of a new course. Slowly, the ball starts rolling. Management skills are called for. And leadership, in order to be able to inspire and convince others. And perseverance, because the change is contingent upon culture and the switch cannot simply be flipped from one minute to the next. But all of a sudden it is there, and the moment has come: The change becomes reality.

Sustainable Development Goals (SDGs) The new way of thinking becomes reality

For example: sustainability. This has been our con- stant companion through 150 years of corporate history. The willingness was always there. And so was the will to change for the better as regards transparency and measurability. It can be ex- plained in just a few lines – the route from striving for change to the chance to make it reality. Its im- plementation is a long journey which the Umdasch Group embarked on several years ago.

And now they are here: the 16 key figures which ring in a In 2015 the member states of the United Nations agreed on 17 health, the future viability of the economy and society, and global goals – die Sustainable Development Goals, or SDGs. climate and environmental protection. We have committed change and position sustainability in the focus of the entire They cover a broad spectrum of sustainability topics such ourselves to linking the integrated business strategy of the as the war against poverty, the provision of education and Umdasch Group actively with these goals. value creation process in the interests of the economic, eco- logical and social future viability of the Umdasch Group. → 60 61

During the course of the integration of the IIRC Sus- tainability Model we decided to adapt the working The Sustainability headings used there – Intellectual Capital, Financial Capital, Manufactured Capital, Human Capital, So- cial and Relationship Capital and Natural Capital – Key Figures of the to our internal corporate language use. We take 5 this freedom to adapt it according our corpo- Umdasch 11 rate culture. Group Our Visions Our Partners

12 1 13 Our People

Our Finances 8 3 4

9

10 2 16 KPIs 1. Return on Investment 7 2. Return on Sales 3. Equity Ratio 4. Innovation Rate 5. Innovativeness 14 6. Recommendation Rate 7. Service Rate 8. Education & Training Intensity 9. Health Ratio 10. Accident Ratio 11. Spending on Society & Social Affairs 12. Voluntary Social Benefit Rate 6 13. Compliance Rate 14. Transport Efficiency 15 Our Environment 15. Renewable Energy 16. Eco-Efficient Investment

You will find the evaluation of the individual KPIs integrated into the relevant chapters in the Report. A summary Our Products of the detailed parameters can be found on page 192. 62 Our Visions

In our last Integrated Annual Report the heading for this section was “Intellectual Capital”. The thought has remained the same: to demonstrate the value which innovation offers us as a company. So why “Visions” instead of “Intellectual Capital”? Because visions point the way ahead and show the state that we want to achieve in the future. 64 65 In the Doka Online Shop, the future still became reality

Doka products were on sale 24/7 in the Doka Online Shop even before the coronavirus pan- demic. The digital sales channel was opened in Germany and Austria in 2016 in order to make life easier for the construction industry in many respects. To date simple formwork elements, The Doka Online Shop already has some 7,000 offers. We pass on the savings which result from active users, and the number is increasing daily. the reduced online sales costs directly to our cus- all the relevant components and even form- The reasons are obvious: simple operation, coun- tomers in the form of lower online prices. This try-specific offers, an extensive product range, an should not lead to the impression, however, that work systems can be selected and ordered via immediate overview of the availability of goods, you will have to manage with less service if you competitive pricing and of course logistics sup- use the Doka Online Shop. On the contrary: even computer, tablet or smartphone in 25 countries port. If required, the items ordered digitally can the product overview provides automatic recom- be delivered directly to the construction site or mendations for the necessary accessories and throughout the world at any hour of the day or promptly made available for collection in one of all our online customers have access to the Doka our branch offices. customer service, which can be contacted with night. During the crisis year 2020 the number of or- any questions that may arise. ders and the value of orders placed in the Doka In spite of the overwhelming development Online Shop doubled compared with 2019. Of of the online business, we continue to aim to im- course the coronavirus pandemic and the asso- prove our e-commerce offers continuously and ciated increase in digitalisation have contributed to offer them in more countries throughout the to this rapid growth. But even long before that, the world. In Europe the Doka Online Shop is already e-commerce team around Gerald Haring, Head of available virtually everywhere, and the same also Doka eCommerce, had set up this additional sales applies in North America and in some countries channel in a professional manner and thus taken in the Middle East. Our next steps will take us to an important step towards the future. According South America and the Far East. to a study published by the business consultants Roland Berger titled “Changes in the structure of the B2C/B2B market through e-commerce”, by 2030 25 % of the total revenues in the construction SDGs industry will be realised via the internet. So we are expecting further significant growth in 2021. In any case, there is no doubt about the effi- ciency for both sides that the online business 66 67 Design meets digital – new Store Makers’ Innovation Hub in Duisburg

Online, offline, no-line: store concepts are being re-thought in the new umdasch Innovation Hub in Duisburg. In an integral manner. Since the umdasch digital experts moved from Düsseldorf and the Shop Consult team from Oberhausen, a creative Innovation Hub has been established In conversation: Maik Drewitz, Shop Consult Director umdasch Lifestyle at our new Duisburg location for holistic, digital Retail Germany & Stefan Knoke, General Manager umdasch Digital Retail and analogue store Germany concepts from a single Mr. Drewitz, for some nine months you have been explains the crux of the matter with regard to the working in the Duisburg Innovation Hub and now main task of digital solutions in retail – namely to source. share the same premises as the staff from um- support the retail space in selling. dasch Digital Retail. How should we imagine this? Mr. Drewitz, what trump cards can the Store MD: Our new location in Duisburg stands for Makers at umdasch additionally use to help in the the strength of umdasch in devising all disciplines achievement of this goal? together as a one-stop shop – from the first scrib- MD: We are known for our integral approach ble for a new store concept via the integration of in connection with our comprehensive range of smart digital tools to the implementation on the services: our customers appreciate the fact that shop floor. To achieve this we work in practical we can take over the implementation of the en- workshops together with our customers and also tire project, from shopfitting to digital signage internally in teams involving various disciplines. including content creation and even electronic We analyse the status quo, define goals and im- price labelling. Upon request we can also even agine store presentations. Experience-oriented act as General Contractor and take over the in- concepts are not created by accident, but through terior construction. Of course we set much store The interconnection of interior space design with the close collaboration between our design and by sustainability: our wide-ranging catalogue of digital solutions at the point-of-sale opens up digital experts. environmentally friendly materials provides inno- unique opportunities for the Retail Experience of So the experts from umdasch Digital Retail vative possibilities. And so we develop concepts the future. And so, since September 2020, inter- are closely involved in the process from the very with individual customers which can be certified in disciplinary teams have been working side by side beginning. line with sustainability criteria. In challenging times in Duisburg and developing retail concepts which SK: That is indeed the case. Our daily routine in like these many customers want to be able to rely harmonise the structural and digital aspects in a the Innovation Hub gives an advance taste of what on a partner who will support them beyond their targeted manner. umdasch The Store Makers thus customers can expect from experience-oriented core business. With our buffet mentality we give focuses more than ever on the realisation of spaces retail. A store today is far more than a sales outlet; retailers the choice as to whether they just want for the communication of the brand experience: it is at the very least also a showroom, a projec- a few snacks, in other words just the furnishing, mood and space concepts, analogue furniture, tion surface for gamification, a place of longing selected digital additions – or the entire menu. And digital services – all thought through holistically for for staged snapshots by the Instagram generation. in our Innovation Hub in Duisburg we can develop customers and their Brand Experience in bricks- Our office in Duisburg is thus also a reference pro- the recipe for the bricks-and-mortar shopping ex- and-mortar retailing. Thus retailers clearly profit ject for our own business; because we have used perience side by side with our various specialist from the integral element of digital possibilities in space in such a way that it supports in the best experts in the best possible way. the development phase of the store concept and possible manner the flow of knowledge transfer the added value for a gapless customer journey. and social exchange for the tasks in hand. That 68 69

Mr. Knoke, can you give us an example that ex- Mr. Drewitz, can you already look back on the first plains what a holistic Customer Experience might projects of the interdisciplinary teams in Duisburg? look like? MD: One of the more recent projects, which I per- SK: No two Customer Experiences are the sonally am very proud of, is Berlin’s largest outdoor same – because only then can it become a unique house: the new Globetrotter Store in Schloßstraße experience. But there are countless ways in which in Berlin-Steglitz. We were chosen to design a very one can provide the consumer with comfortable or special experience centre for visitors across four memorable shopping moments – and both count floors with some 4,000 square metres. In all disci- towards the experience factor. In this way a pleas- plines, as designers, shopfitters, digital retail experts ant atmosphere that suits the DNA of the brand can and General Contractors (read more on page 116). be created. Here the Digital Retail team supports Thanks to the outstanding success we have already the design colleagues with content that they have implemented the project in another Globetrotter created for digital surfaces – that suit the setting, branch in Dortmund. the overall concept and of course the target group Mr. Knoke, what is your favourite joint project? concerned. This goes far beyond the “Screen on the SK: Just five minutes’ walk from Globetrotter Wall”. It is a question of developing exciting ideas Berlin you will find the flagship store of 11team- together with the customer and then implement- sports, also in Schloßstraße. We were commis- ing them strategically. That is why we are involved sioned to realise the “best football store in the at every stage of the consulting process and create world”. As you enter the shop you are immersed in profitable interconnections with digital elements. a digital experience: the players’ tunnels of various We have also recently started to offer solu- stadiums are evoked across vast LED walls. As the tions with the Umdasch Group Ventures partner visitor enters the shop, the fans’ songs of the teams shopreme, which include everything from a digital in question ring out from the sound showers. That is shopping list to instore navigation and self-check- a unique Customer Experience – for all the senses. out directly at the shelf. For consumers that repre- And it shows the perfect interaction between Store sents a pioneering and convenient way of enjoying Design and Digital Design from the very beginning shopping. of a project.

SDGs

KPI 4 Innovation Rate 14.7 % Revenues of all innovations (last 5 years) Sales revenues 70 71

In addition to Scan & Go, the central feature of Umdasch Group Ventures The best of both worlds shopreme, the app offers numerous additional solutions, including, for example, an indoor naviga- Long shopping queues, irritable customers and tion feature, product recommendations, shopping and shopreme design the staff under stress – experiences that we are all lists and much else. familiar with from our daily lives. shopreme, the software solution for the bricks-and-mortar retail future of shopping sector, aims to combine the best of the online world Customer comments with the offline world, that is, bricks-and-mortar retailing. Customers should be offered and be able The young joint venture can already point to numer- to experience the same advantages that they have ous famous customers who are using the solution. when shopping online, in a shop. This provides the They include, for example: Billa Österreich, Munich customer with a unique shopping experience. Airport, go2market, Douglas and Möbelix.

“We were looking for an innovative solution in How exactly does order to make shopping even more attractive for customers. Now in particular, in view of the it work? pandemic situation, reducing the waiting time at the checkout and avoiding having to lift the The Scan & Go solution by shopreme digitalises shopping out of the trolley and back in again is the shopping process. The customer downloads an important asset.” the app, scans the products in the shop with his or her smartphone, pays in the app, receives a digital Julia Stone, Director Digital and Innovations invoice and leaves the store. at REWE International AG / Billa AG

“Technologically speaking, shopreme is one of the best Scan & Go solutions. We offer retailers and customers many additional innovative func- tions during the entire shopping journey.”

Maria Tagwerker-Sturm, Managing Director shopreme

“After we had held discussions with several Making optimal use of potential investors, we quickly decided to choose Umdasch Group Ventures. Not only synergy effects together because we see strong synergies between our product and the extensive expertise of the KPI 5 In July 2020 Umdasch Group Ventures GmbH and Umdasch Group in the retail sector, but also wirecube GmH established the joint venture shop- because from the very beginning there was a SDGs reme GmbH, in order to work together to create highly trusting and personal relationship with the shopping experience of the future. Umdasch the people concerned. We are very happy Group Ventures, the innovation hub of Umdasch with our decision and can also point to some Group AG, holds 26% of shopreme. The main fo- notable successes since the beginning of our cus lay above all on the optimal use of the synergy cooperation.” Innovative– effects of shopreme – a solution abreast of the times – and on the other hand a company which Florian Burgstaller, has been operating successfully in the shopfitting CEO shopreme sector for over 150 years, with a global sales net- work and contacts within the sector. nessTotal expenditure for innovation3.1 % Sales revenues 72 73

Prototypes are essential in almost every phase of Development of a product development. Rapid Prototyping allows for Full steam ahead! New rapid iteration loops. With the help of physical com- promising market ponents, first tests and function examinations can be carried out. In this way, sources of errors can be market segment through segment at Umdasch recognised at an early stage and removed. Product development times can therefore be shortened, as Group Ventures can the time until the market launch. This creates a additive manufacturing powerful competitive advantage. In order to enable external companies to make Additive Production allows for the economical use of this technology, the area Additive Produc- and efficient manufacture of even complex geom- tion was positioned in Umdasch Group NewCon, etries which cannot be produced using a different the operative holding of Umdasch Group Ventures. technology. The manufacture is carried out with The aim of this approach is to secure and systemat- software support directly from the developer’s 3D ically expand the expertise for the entire Umdasch model, without special or additional tools. In this Group. Umdasch Group NewCon focuses on the way it is also possible to realise execution variants development of new, promising business areas. In of production solutions and small series without addition to company-wide use, in future external additional one-off costs for tools. This results in customers will also be able to have recourse to the savings of both time and costs. the following services: Rapid Prototyping, Serial Production and Consultancy & Training.

Initial successes confirm the chosen course

In cooperation with Knorr-Bremse we were able Additive production to print a suitable additional plastic component for wagons. Different types of plastic were evaluated The field of business of RENA is the chemical-elec- for plastic and metal together and subjected to extensive testing and trochemical post-processing of 3D printed metal checking by our customer in the validation centre parts. This includes the underlying processes and Additive manufacturing (3D printing) is increasingly in Kematen. Following this rapid optimisation the the construction and sale of autonomous finishing finding its way into industry. Within the Umdasch small series could be manufactured. modules, as well as post-processing as a service. A Group its potential has been recognised and an wide variety of test parts was made available and intensive study has been made of the technology “With this product we could prove the precise used for the fine-tuning of the post-processing of Selective Laser Sintering (SLS) in the plastics advantages of 3D printing compared with con- procedures. sector and Selective Laser Melting (SLM) in the ventional production methods, because at the metals sector. moment we are continuously improving the “In our cooperation with our partner we greatly geometry. The cost of tools are eliminated, and appreciate the rapid implementation of our re- only the CAD model has to be adapted.” quirements and the high degree of flexibility with regard to the different material requirements.” Kurt Freunthaler, Strategic SDG Purchasing Knorr-Bremse Dr. Selma Hansal, Head of Research at RENA Technologies Austria 74 75 umdasch The Store Makers for Retail – outstanding products for challenging times

Two metres’ distance from other people, the wearing of masks, the highest possible hygiene standards: by now these conventions have become a matter of course in our everyday lives worldwide. For responsible store operators, however, that is not enough. They want even more safety at the point-of-sale – for a customer experience that is as hassle-free as possible. From legal requirements to voluntary additional feature: even during the first lockdown phase in the spring of 2020, umdasch The Store Makers worked on practicable innova- Smart Gate UV-C Fitting Room tions for these challenging times. The Store Makers at umdasch think beyond the The umdasch UV-C Fitting Room allows cus- sales area: the umdasch Smart Gate provides tomers to try on garments in the dressing room contact-free measurement of personal body without worrying. It uses UV-C radiation to en- temperature by means of infrared radiation sure rapid and safe disinfection of all garments, rapidly, anonymously and precisely – making accessories and surfaces. 99.9 percent of bac- it ideal for use in an industrial setting, ware- teria and viruses are destroyed. The cabin can housing areas and office buildings. A complex be tailor-made to fit any store and can also be algorithm calculates the exact body tempera- easily retrofitted. ture in real time without environmental factors – the perfect tool for staff safety in a wide var- iety of branches, also apart from the retail sector.

Customer SDGs Hygiene Station Flow Managment

All necessary measures for shops, combined Displays with built-in camera and a counter in a single appliance: the Hygiene Station pro- function, either as a stand-alone solution or vides a contact-free supply of disinfectant, integrated into the Hygiene Station. The max- serves as a towel and mask dispenser and in imum number of persons in the store can be the Pro version can even regulate access con- determined via the user interface, and a traf- trol. Hygiene management in all sizes and for fic-light system regulates the customer flow. every budget – some 10,000 systems sold in So retailers are always on the safe side – and 2020 speak for themselves. so are their customers. 76 Our Products

The sustainability of a product is in evidence throughout its life cycle. How are the raw materials obtained? How are they processed? How efficient and ecological is the production process? In our business areas, formwork and shopfitting, the use of our products demands particular attention. The quality and processing are crucial for a long and useful life. So we focus attention on these accordingly. 78 79

The new plant can achieve all this. And is, of course, Powder coating – economical to use. It also satisfies customer re- quirements. When purchasing systems they want Powder coating 4.0 what is that anyway? to obtain their formwork in their chosen or corporate colours much more flexibly, faster and more eco- Powder coating is a processing method used to make nomically. Whether the frames are large or small; Innovative. Sustainable. Ecological. metal more resistant to corrosion. Doka uses it to coat whether a large number are produced in series or a the metal frames of its formwork systems. Why? On small number are powder-coated by hand; whether the construction site the formwork is exposed to rain, the frame is in the colour chosen by the customer or snow, blazing sunshine, strongly fluctuating outside colourless: the separate sections of the new facility temperatures and of course concrete. The metal frame are uncoupled and can be controlled individually. It is thus subject to stress. But not if it is hot-dip galvan- can be quickly converted, is easy to clean and easy The new Doka powder-coating facility is a ised and powder-coated. In this way the formwork will to use. For example, now the powder is applied by stand up to the conditions on the building site for longer robot. What the automobile industry has been us- plant of a kind seldom seen in Europe, and – a useful side-effect – is also easier and quicker ing for years can now be applied to formwork pro- to clean. That is advantageous. Because it significant- duction by Doka. The result is uniformly high quality and the next step towards the factory of the ly lengthens the useful life of the framed formwork across large areas and in large numbers. and is therefore an investment in sustainability. This is future. With it the company has made a major reason why Doka rental quality standards and used formwork are so highly valued by customers. In a nutshell – one of the largest investments for decades Sustainability was always a topic which Doka pursued actively, and the frames for concrete what can the new and an important commitment to the formwork were also “powdered”, to use the offi- cial term, in the past. But to date there was no fa- dimension of powder Amstetten site. cility that could do this in the case of really large frames. That is new. Since 2021 a plant of this type coating achieve? has been in operation near the company’s head- quarters in Amstetten. Frames measuring three With the help of the latest robot technology, dig- metres or wider are described as large. Custom- italisation and automation it can optimise each ers are increasingly demanding framed formwork individual step of the production with regard to of this type – a trend which will continue in future. sustainability. Cutting-edge technology. For the Sustainability also plays an important role in the protection of the environment and humankind. production process itself, because the production The factory of the future means rethinking of the future is green and uses resources sparingly. existing processes and applying them in such a Instead of rinsing once with a lot of water, we rince way that they reconcile everything: customer re- several times with small quantities of water; so we quirements, the environment and ergonomic jobs. use 80 percent less water. The chemicals used are And the whole should be cost-efficient and the considerably more environmentally friendly and are price accountable for the customer. For Doka it is a used more precisely, so that they can act more ef- production milestone. A major commitment to the ficiently. In the powder cabins the coating powder Doka headquarters in Amstetten and the region. is carefully dosed and applied sparingly; excess And a giant step towards the future. powder is sucked up and re-used. The smart use of heat means that the curing oven also heats up the adhesion dryer, so that the drying process takes place almost without the use of energy.

KPI 6 Recommendation SDGs Rate 73.5 % The Net Promoter Score (NPS) provides information about the probability with which our customers will recommend us. 80 81 Welcome, AT-PAC! Doka expands its business model of formwork to include industrial scaffolding products and services

Formwork systems for construction firms – that is the proven and successful business model of Doka. With its share in one of the market leaders in the field of industrial scaf- folding, the American company AT-PAC, in 2020 Doka entered another business field besides the successful formwork model. This means a completely new additional customer segment: the industry.

SDGs 82 83

2,500 tonnes of scaffolding for the Middle East & Asia region – shown here, its arrival in Singapore

Doka is thus embarking on a new chapter of its Convincing corporate history, because “scaffolding” is no longer just a product category, but will thereby transformation work become a separate business area. So will “Doka – The Formwork Experts” now The investment in AT-PAC not only represents a become “Doka – The Scaffolding Experts”? Yes successful example of the implementation of new indeed, when it is a question of application and market opportunities. The project team around sales. Primarily, Doka will bring its global sales Paolo Zumaglini has carried out the post-merg- network into the cooperation. Development and er integration in exemplary fashion. Step by step, production, on the other hand, will remain in the the scaffolding offered for sale worldwide is hands of AT-PAC – the company can already claim being replaced by AT-PAC products. To achieve decades of experience in this field. The combina- that requires not only structure but also culture. tion of Doka’s global sales strength with the scaf- Operations, Engineering, Product Management, folding expertise of AT-PAC is one of the major Sales, Marketing – virtually the entire organisation advantages from which customers worldwide will is involved in this change. be able to profit in future. By means of a professionally planned pro- AT-PAC is one of the leading companies in cess accompanied by a transparent communi- the sales and rental segment within the field of cations concept, it was possible to take the en- Conquering new industries with top-quality scaffolding. With over 250 employees, tire workforce along. On both sides. Because the AT- PAC 17 branches and over 20 years of experience, AT- process also takes into account the needs of the PAC offers well-conceived scaffolding solutions AT-PAC team; for them, too, the new co-owner from the planning to customer-specific adaptation, means major changes which must be tackled production and training. with openness, tact and above all at eye level. Congratulations to the team for achieving this! An important step in Doka’s growth strategy

Doka’s entry into the scaffolding industry is an im- portant milestone. This can be seen from the fact that the participation was carried through during 2020 in spite of the difficult situation resulting from the worldwide coronavirus pandemic and the attendant temporary halt in investments. With the acquisition Doka also gains access to new groups of customers and will thus become less dependent on the construction industry with its seasonal fluctuations and volatility as a result of the economic cycle. The business area scaffolding serves major industry, is therefore more constant and offers opportunities for continuous growth. 84 85 Hoşgeldiniz, Welcome, umdasch Madosan!

An unusual step in the unusual year 2020? No! A strong foundation with similar values and goals as the basis for a journey together. Since October 2020 umdasch The Store Makers has held a 55 percent share in the Turkish company umdasch Madosan.

The specialist for sheet-metal shopfitting and Both companies are committed to their family heavy-duty shelving is one of the most success- values and want to expand internationally – and ful representatives in its sector – far beyond the that ultimately brought umdasch and Madosan, borders of Turkey. Since its foundation in 1993 which was previously owned by Vedat Saygin and Madosan has established a network in 75 coun- his wife Sevgi, together. “We are in the same busi- tries. More than two-thirds of the products go to in- ness, but we operate in different markets. We can ternational customers, including the supermarket both learn from each other from day one, and can chain Auchan, the health and beauty specialists also profit from each other’s international focus”, Rossmann, the do-it-yourself chain Leroy Merlin, observed Vedat Saygin, the previous single-owner, Bosch and Saint-Gobain. Production takes place with pleasure. He and his wife Sevgi, who has ex- with some 125 employees at the main location in cellent connections to the Turkish business scene Bursa, a large metropolis some two hours’ drive through her function as President of the Women south of Istanbul. In the 16,000-square-metre Entrepreneur Boards, will remain members of the production facility the professionals at umdasch Supervisory Board. “In the acquisition phase, we Madosan manufacture a wide range of metal have already built new bridges along the Silk Road solutions for sectors like food, health and beauty in countless video conferences and telephone and system gastronomy as well as non-food, do- calls – thereby demonstrating that even in difficult it-yourself and electrical goods markets and ware- conditions a partnership is possible. And so we housing solutions. are all the more pleased that the cooperation has “With umdasch Madosan we are gaining a sub- been successful since then”, added Sevgi Saygin. sidiary which will help us to continue on our growth Within the Store Makers, umdasch Madosan course, especially in these economically challeng- forms part of the Food Retail Division and comple- ing times. With the investment we are gaining ac- ments the largest production location in Leibnitz, cess to important international retail customers Austria. and are acquiring an extremely competitive pro- duction base”, was how Silvio Kirchmair, CEO of umdasch The Store Makers, commented on the successful negotiations with Madosan. “The first SDGs discussions began in 2018. Even our first visits to each other’s locations showed that our corporate principles are based on the same values”, contin- ued Silvio Kirchmair. 86 87

Global Expertise Center Large Scale Project Being customers’ first choice – Highrise and Infrastructure Management from implementation to reality So KAPS pools the experience of many decades Internally, KAPS represents the hub for the Doka of planning and executing large-scale international national subsidiaries in order to profit from Doka’s projects in the field of High-Rise and Infrastructure. combined global experience and offer customers The task in hand is the development of optimised the best possible project support on the spot. formwork solutions corresponding to customer requirements and building methods, whereby the focus lies on safety, efficiency and compliance with Example HS2 local standards. Despite our extensive experience, the solutions are anything but “off the peg”. Each The HS2 – High Speed 2 – high-speed railway project is different and demands individual ideas line from London to Birmingham, and in a second – many of them are incorporated into the portfolio phase from there to Manchester and Leeds, is a of the formwork sector. good example of this. The focus of infrastructure development in many regions and countries has shifted towards the construction of a high-speed Global Key Account rail network. It is intended to ring in a reversal of trend away from short-distance flights and Management towards the railway. With a maximum speed of 400 kph, Birmingham Customer relationships in the field of large-scale will then be reachable from London in less than projects are characterised by long-term partner- 50 minutes. HS2 is a particularly sustainable ships. We often work closely together for years example of the cooperation between the Doka before the first digger starts excavating on the branches in the region and the KAPS specialists building site. “The single point of contact” is es- at Headquarters. We are crossing our fingers for pecially important in every phase of construction. this mega-project, which will make an important Regardless of whether it is a matter of added-val- contribution to the achievement of global sustain- ue solutions in the planning and offer phase or ability goals. later, as part of the project team in charge of the implementation: The Global Key Account Man- ager represents the single interface between the customer and all the relevant players within the Doka organisation and guarantees priority access to innovations among the products, services, pro- cesses and digitalisation.

Different customers have different needs. For ex- The need is great. In the infrastructure sector, for ample, the focus of customers with large-volume example. Many regions of the world – including projects which extend over years, or sometimes industrial countries – lag behind when it is a ques- KPI 7 even decades, lies on consulting and customer tion of providing updated infrastructure. During service. That is reason enough for Doka to estab- the next decades there will be an enormous need lish KAPS – Key Accounts & Project Solutions. to catch up. Roads, bridges, tunnels, stations and This area is a recent addition, but the staff are underground systems will need to be built, as “old hands” when it comes to experience. Kaps well as utility installations such as hydraulic pow- combines the concentrated know-how of the er stations and much else. The situation is similar Doka Expertise Centers with the competences with regard to residential space in built-up areas. in construction methods and the contacts and Since this is only available in limited quantities and relationships with major international customers. the square-metre prices in the metropolises are Service rocketing in many cases, investors and builders are increasingly “blowing their top”. That means building upwards – and Doka’s expertise is called SDGs for: High-Rise. Rate 50.7 % Revenue from services and consulting Sales revenues 88 89 Our projects 2020 90 91

1 During the construction of the Citygate office Office building planned building in Gothenburg the details were not only planned in terms of height and floor area. Great entirely in 3D emphasis was also placed on sustainability. In fu- ture the building will not only be the new landmark in the Gårda business district; it will also serve as a showcase project for environmentally-aware building. For example, a special type of concrete (“green concrete”) is being used which permits a saving of 250 tonnes of carbon dioxide. In addition, recycled aluminium will be used on the façade as the work will be carried out with the aim of pro- ceeding as efficiently as possible with regard to the use of resources. It was possible to plan the construction in a more resource-efficient manner and continuously optimise the building processes by using DokaCAD for Revit software for the 3D formwork planning and incorporating DokaXact and Concremote digi- tal services. For safety reasons, specially built stairs and ladders were used as walkways between the different levels. Citygate Project

Gothenburg, Sweden Location

High-rise building Structure type

SDGs

1 The 144 m high office complex in Gårda, Gothenburg rises into the sky with the help of the automatic climbing formwork SKE50 plus. 92 93

1 The RA217 section of Nawaseeb Road, also known All-in-one package for as Route 40, is an important element within the main road network in Kuwait and forms part of the the first cantilever bridge Kuwait Development Plan 2015–2020. The pro- ject consists of the modification and extension of a in Kuwait 37-kilometre-long road to create a six-lane motor- way with nine junctions and three bridges. The aim is to improve safety on the roads and to permit the traffic to flow freely. With the realisation of the motorway bridge section, a cantilever bridge was built using in-situ concrete for the first time in Kuwait. As a full-ser- vice provider, Doka supplied an all-in-one solution, which included 3D planning, cantilever forming travellers, and formwork instructors' support to ensure a smooth, fast and cost-effective process. RA217 Nawaseeb Road Project

Kuwait City,

Kuwait 2 Location

In-situ concrete bridge using the cantilever construction method Structure type

3

SDG

1 The bridge project is a special case for two reasons: Not only is it 2,3 The virtual formwork planning of the cantilever forming traveller currently Kuwait's first cantilever bridge project, but it is also the first using the DokaCAD for Revit planning software supported project time a bridge is cast in-situ. implementation on the actual construction site. 94 95

In contrast to uncontrolled demolition using a From top to bottom wrecking ball or detonation, nowadays the pro- cess often takes the form of a controlled dis- instead of flying high mantling of the construction with the extensive separation of the various construction materials and the protection of neighbouring buildings. A further aim is to protect the site team and the site surroundings from emissions such as noise, dust, falling elements and shocks. During the demolition of the towers of the former broadcasting station of “Deutsche Welle” in Cologne it was precisely these criteria which led to the decision to dismantle the building in a controlled manner. The expertise of Doka was called for in order to implement the demolition in an ordered and above all safe manner. Formwork systems are normally called for when it is a question of con- structing a concrete building. With its automatic climbing formwork Xclimb 60 in combination with the protection screen Xclimb 60, however, this time Doka supplied a system which not only meets the requirements of modern high-rise construction sites but can also be used for demolition projects. Demolition of “Deutsche Welle” Project

Cologne, Germany Location

High-rise building Structure type

SDGs

The office tower (left) and the studio tower were fully enclosed with the protection screen Xclimb 60 for dismantling. 96 97

1 The design for a replacement construction for a Interactive 3D world on hydropower plant in Flums near St. Gallen was de- veloped entirely without the use of paper. Doka the construction site was part of the team and drew up the formwork plans completely in 3D. By means of the so-called BIM-to-Field – the application of the digital 3D models on the construction site – the assembly of the formwork systems on site was made con- siderably easier. Instead of construction plans on paper, a model-based process was used through- out – from the excavation to the reinforcement, and from the formwork to the quality management. If the formwork concept is optimally adjusted to the local conditions on the construction site, the nec- essary material for each concreting phase can be automatically determined from the model and then ordered just-in-time. In the case of the hydropower plant it was possible to work with less material, which was a major advantage in view of the re- stricted space available on the construction site. Schils Power Station Project

Flums,

Switzerland 2 Location

Hydropower plant with fair-faced concrete surfaces Structure type

SDG

1 3D formwork model of the first stage on the basement floor. 2 Checking the formwork setup using the 3D formwork model on the tablet. 98 99

1 During recent years the main focus of construc- Helping to design the tion projects in Finland has shifted noticeably from housing construction towards the creation future of the health- of community infrastructure. These also include efficient hospitals, which are needed in order to care system provide improved care for society. This necessity has prompted the hospital organisation in the town of Oulu in northern Finland to renovate the Univer- sity Hospital in a single phase within the framework of the OYS 2030 reform programme. The aim was to reduce the maintenance costs of the building and increase energy efficiency as well as improv- ing patient safety. The new clinic will have over 450 hospital beds and 90 intensive-care units. During the first construction phase, which is currently under way and which is due for comple- tion by the end of 2023, two ten-storey buildings, Building A and Building B, are being constructed simultaneously. For Building B the climbing form- work MF240 from Doka was used. This system enabled several lift shafts and a staircase to be completed ahead of schedule and ensured safe working conditions by means of working platforms enclosed on all sides. OYS 2030, new building section B

for Oulu University 2 Hospital Project

Oulu, Finland Location

Hospital Structure type

SDGs

1, 2 Building B of the hospital is being realised with the climbing formwork MF240 and the framed formwork Framax Xlife plus. 100 101

1 The Foxconn Technology Group is continuing Research in a high-tech construction work at the future Wisconn Valley Science and Technology Park in the southwest atmosphere of Wisconsin. The entire complex will eventually be a production and research campus across almost 3,000 hectares. It is planned that the companies which will settle there in future will develop new technologies in the fields of production, health and care, safety and agriculture. Foxconn has complet- ed a multi-purpose building and is now working on the high-performance Computing Data Center. It will be a nine-storey, spherical construction which also offers a lecture theatre area with 240 seats. For the challenging geometry of the arched walls, pre-assembled large-area formwork Top 50 from Doka was used. The specially produced profiled timber formers between the Doka beams and the form ply guaranteed the required radius. In addition the climbing formwork MF240 and the crane-in­de­pen­dent framed formwork Frami Xlife were used. Foxconn Data Center Project

Mount Pleasant, Wisconsin, USA Location 1 Framed formwork Frami Xlife in com- bination with climbing formwork MF240 on the outside of the building core. 2 The 2.40 m wide platforms on climb- Production and ing formwork MF240 provide plenty of space for safe working inside a fully research campus enclosed platform. Structure type 2

SDG 102 103

1 Germany’s bridges have seen better days. Ac- All-round service for cording to the Federal Ministry of Transport, 3.8 million m² of bridge surfaces are in need of urgent new bridges renovation or rebuilding throughout the country. This also includes several motorway bridges in Rhineland-Palatinate, such as, for example, the two successive Pfädchensgraben and Tiefenbachtal viaducts, built over 50 years ago. The present-day traffic amounting to approx. 57,000 vehicles per day causes heavy wear and tear on the two via- ducts in Hunsrück and has clearly left its mark. Renovations have accordingly been under way since December 2017, including an expansion to six lanes. Doka has delivered everything relating to the formwork from a single source, from the drawing up of the detailed plans to the pre-assembly ser- vice and from the pre-assembly of the formwork on site to the external coordination with the man- ufacturers of the supporting structures. In addi- tion, special formwork elements and precisely produced wooden formwork boxes based on the 3D planning were manufactured by the Doka pre-assembly service to accommodate the con- ical shaped geometry of the piers. New construction of the Pfädchens-

graben and Tiefen- 2 bachtal viaducts Project

Hunsrück, Rhineland- Palatinate, Germany Location

Bridges Structure type

SDG

1 With a length of 531 m, the Pfädchensgraben viaduct has piers up to 42 m high. 2 Specially trained Doka personnel assembled the self-climbing unit of a pier formwork on one of the four piers of the Tiefenbachtal Bridge. 104 105

© Asfinag 1 The S7 Fürstenfeld Highway is being constructed Bridge unfolds like in the southeast of Austria in order to absorb bet- ter the high volume of traffic from and to Hungary, an umbrella which at present frequently leads to traffic jams and traffic hold-ups. After completion of the S7, traffic safety in the region will also be improved by relieving the roads through the villages. The new folding bridge method was used in order to construct the bridges across two rivers in the middle of a nature conservation area. The construction of bridges using the folding method provides considerable savings of both time and money compared with conventional construc- tion methods. Thus, for example, no supporting framework is required in order to be able to sub- sequently assemble the various bridge compo- nents. In the folding bridge process, supports made of thin-walled prefabricated components are mounted vertically on both sides of a con- crete pier. These two supports, each 3 metres in length, are attached at the top with a joint. The joint is then slowly lowered by means of hydraulics. At the same time, the supports on both sides unfold. The unfolding process takes about three and a half hours per pier, until the two wings have reached their final position. After the folding bridge has been lowered, the carriageway slab is concreted. For the implementation of the project, Doka supplied a composite forming carriage with spe-

cial features offering enormous flexibility and 2 economy.

S7 Fürstenfeld Highway Project

Rudersdorf, Austria Location

Folding bridges Structure type

SDGs

1 The folding bridge method does not require any falsework, which saves time and money. 2 The Doka composite forming car­ri­age stand outs for its ex­cel­lent flexibility. 106 107

1 In the green heart of the city of Vienna, directly be- An easy way to gain height side the Danube, a modern residential complex is rising skywards in the form of the 140-metre-high using a drawer system Marina Tower. The high-rise building is impressive because of its sustainable construction, which makes it a reference project for the town plan- ning of the future. For example, it is envisaged that geothermic energy should be used to provide heating and air conditioning as well as generating electricity. The architecture of the residential tower with its irregularly arranged loggias, balconies and terraces of various sizes lends the building a lively and attractive appearance but also confronted the builders with a particular challenge. By employing the automatic climbing form- work Xclimb 60 with a special drawer function which easily adapts to the changing and projecting floor areas, Doka ensured that construction pro- gress was not only rapid but also safe. The units, which are up to 6.0 metres wide, could thus be repositioned not only vertically but also horizontal- ly by up to 1.6 metres. In addition, thanks to the all- round enclosure, all activities could be carried out in a safe working environment and protected from the effects of the weather, even at great heights. Marina Tower Project

Vienna, Austria 2 Location

High-rise building Structure type

SDGs

1 For a quick and safe construction progress, the automatic climbing formwork Xclimb 60 was equipped with a special drawer feature. 2 The 140 m high Marina Tower with its exceptional building design will provide more than 500 apartments. © Isochrome / Zechner& Zechner ZTGmbh 108 109

1 The wastewater treatment plant in Star City, Virgin- Modern plant for ia was built in 1965. Some of the components are still in operation, long after the end of their useful clean water working lives. A large-scale renovation and mod- ernisation project is under way so that the rapidly growing community has a reliably functioning fa- cility which will also fulfil all environmental require- ments in the future. The construction of the clarifier for the waste- water treatment plant, which is almost 30 metres high, was implemented using formwork solutions by Doka. The construction comprised not only the exterior shell of the basin, but also the con- crete floors, dividing walls and roof. An additional challenge lay in the varying radii and pitch of the walls for the digester. In this case the large-area formwork Top 50 was used in combination with the MF240 climbing formwork system. As a com- plete supplier, Doka also provided the formwork planning in addition to the appropriate formwork solutions, and ensured that the systems were professionally assembled on site by its formwork Star City instructors. Wastewater Treatment Plant Project

Star City, 2 Virginia, USA Location

Clarifier for wastewater treatment plant Structure type

SDGs

1 The large-area formwork Top 50 elements were 2 Interior of the clarifier showing DokaScaff Stair made to a custom height so the entire clarifier could Tower and MF240 platforms. be poured in five lifts. 110 111

1 The Czech Transit Rail Corridor IV rail project in Arriving faster with high- the Czech Republic aims to optimise the capacity and performance of the existing infrastructure for speed travel both passenger and goods rail traffic. In addition, the safety and reliability of the rail network is to be improved and the interoperability of the individual railway networks is to be gradually guaranteed. The modernisation of the entire rail corridor will be completed in 2026. The travelling time between Prague and České Budějovice will be some 30 minutes shorter after completion of the project. As part of the project, a bridge is to be con- structed over the river area near Soběslav in Southern Bohemia. The structure will cross almost one kilometre of the region, which is a nature con- servation area because of the unique microfauna to be found there. For this reason all those involved in the project placed great emphasis on nature protection during the construction process. Doka supplied custom-made, specially pro- duced formwork for the lined piers with honey- comb relief and monolithic pillars. Czech Transit Rail Corridor IV, section Soběslav - Doubí Project

2 Soběslav/Southern Bohemia, Czech Republic Location

Railway bridge Structure type

SDGs

1 The bridge near Soběslav in South Bohemia is an important part of 2 The Staxo 100 shoring system was used to securely support the the modernisation of the Czech railway network. steel girders. 112 113 Hybrid fair concept, smart innovations & creative inspiration

umdasch The Store Makers presented new perspectives for the retail sector of the future at the EuroShop in Düsseldorf from 16–20 February 2020. In an integral tour through a wide variety of retail branches, visitors could experience multimedia ideas, unusual mate- rials and numerous profitable opportunities for the point-of-sale. Shortly before the corona pandemic hit Europe Makers accurately struck the spirit of the times: at full tilt and all in-person events were cancelled, conversations confirmed that two out of three re- the Store Makers convinced visitors with a hybrid tailers plan investments for sustainable solutions format. The fair presentation was physically open at the point-of-sale. for five days in Düsseldorf for some 94,000 trade- You can still experience all these and many fair visitors. The umdasch stand was host to 20,000 more innovations, trends and exclusive materials To the video guests. Immediately afterwards, several thousand live: just scan one of the two QR codes and im- equally interested viewers visited the fair stand as merse yourself virtually in the world of umdasch a virtual 360° tour and immersed themselves via at the EuroShop 2020! the individual video sequences even more thor- oughly in the world of umdasch. * Internet of Things The QR code will still enable you to experience the highlights of the over 900 square-metre Store Start 360° Makers’ stage virtually today. The subjects and virtual Tour concepts presented there are more topical than ever. For example, the Retail Cart attracted lively attention from visitors. Several duty-free opera- tors in the Near East, including Bahrain Airport, already rely on this sustainable electric vehicle in order to reach travellers directly at the gate with a final point-of-sale shortly before takeoff. Digital elements and IoT* furniture ran through the con- cept like a common theme. Shopfitting innovations and flexible systems like the Turntable, which can be transformed in less than no time from a table to a shelf, were also a visitor magnet through all branches. Visitors showed great interest in the Liquid Dispenser – a system for refilling packages (read more on pages 126 and 172) – and in the SDGs Green Shelf, the umdasch shelf with the smallest

CO2 footprint, which consists of natural mater- ials like, for example, pressed hay. Here the Store 114 115

When the sliding door opens onto the FC Bayern For the world’s World in its top city-centre location in Munich and the visitor enters the store, it immediately becomes best fans clear for whom this place was created. “FOR THE WORLD’S BEST FANS” has been burned into the doormat by laser. And – regardless of gender, skin colour or social status – they earn nothing less than a store that we can definitely include among the most interesting retail projects during 2020 in Eur- ope. Accordingly, the flagship store was recently chosen as the Store of the Day by the leading non- food specialist magazine of the German-speaking retail sector, Textilwirtschaft. When selecting ma- terials a conscious decision was made in favour of regional suppliers: illuminated glass walls from a Bavarian manufacturing facility ensure that the poured flooring of Munich gravel glows radiantly. A store to be visited. The following video link behind the QR code offers a virtual visit without a lengthy journey. FC Bayern World Project Munich,

1 In the central staircase area, warm oak and raw black Germany steel create an arc of tension full of contrasts. The oversized Location LED Wall on the underside of the stairs is the emotional heart of the store. Concept, Design, Planning, Manufacture, Installation Service

To the video

SDG

2 In the “Test Cage” fans can test themselves against the professionals in various gaming scenarios. 116 117

For 40 years the outdoor specialist Globetrotter Sporting motivation has remained loyal to its aim of offering its cus- tomers a particularly high-quality product range in the metropolis for memorable adventures in nature. Linked with the company’s goal of becoming the most sustain- able outdoor company, the architects at umdasch set out on a journey into the future of bricks-and- mortar retailing. Since autumn 2020 a unique outdoor ex- perience centre has been presented to visitors across four floors and some 4,000 square metres in Berlin-Steglitz. It includes a repair workshop, an Innovation Lab as an exhibition and working space together with the presentation of innovative brands, test stations, a travel centre for advice, lov- ingly staged corner shops and a café with healthy specialities in harmony with nature. Globetrotter The Store Makers at umdasch accompanied Project the project even during the concept and planning phase. They were the partners for the shopfitting and the digital touchpoints and were also respon- Berlin-Steglitz, sible for the General Contracting. Germany Location

Concept, Planning, Manufacture, Installation, Digital Signage, General Contracting Service

To the video

SDGs

The customer journey through the Globetrotter Store is like an adventure in the wild – for example, with the climbing wall, a play corner and the club hut, which has already been es- tablished as the meeting place of the outdoor community at Globetrotter. 118 119

In the go2market in Vienna, registered members New products – can purchase innovative products across 400 square metres which are not (yet) available on the valuable insight! regular market. In return, companies and start-ups from the FMCG* sector will gain valuable insight into consumer behaviour and thus the opportun- ity to modify their production and marketing to suit actual requirements. The products on offer change monthly and are currently directed to- wards a maximum of 1,500 registered members who correspond to the average social demog- raphy of Austria. go2market relies on the latest technological features by umdasch Digital Retail within the store, including the Sound Shower, digital price labeling go2market in order to measure price sensitivity in every phase Project of the product development, and Scan & Go by the Umdasch Group Ventures holding shopreme. After the successful test phase in Vienna the real- Vienna, Austria life market research supermarket also started for Location the first time in Germany in the Rhineland city of Cologne in May 2021.

Manufacture, * Fast Moving Consumer Goods Installation, Digital Signage, Smart Tracking, Electronic Shelf Labeling, Interactive Applications, Software Development Service

To the project

SDGs

go2market customers benefit from the latest technical features from umdasch Digital Retail and from shopreme, an associate of Umdasch Group Ventures. 120 121

With its innovative, automated shop concept Compact, diverse “Unibox” the Austrian food retailer Unimarkt of- fers up to 1,000 convenience goods even in small and quite innovative! communities and remote regions without local suppliers. Customers can access them via app – up to 24 hours a day. The Store Makers at umdasch have fitted out the first pilot stores with shopfittings including electronic price labeling. The fully au- tomated branch can be implemented not only in interior spaces, for examples in railways stations like Enns in Upper Austria, but also on open spaces in the form of containers. The modules used for the outdoor variants are 36 square metres in area; indoors, up to 80 square metres are possible. The Austrian food retailer plans to implement 30 Uni- boxes by the end of 2021. Unibox by Unimarkt Project

Enns, Krenglbach, Traun; Austria Location Manufacture, Shop Equipment, Installation, Electronic Shelf Labeling Service

To the project

SDGs

© Unimarkt Gruppe 122 © Ben Anders @ 123 One Represents

The long-standing relationship between umdasch to execute further projects within the framework of and Harrods is emblematic of the rich cultural herit- the ten-year major renovations. In 2019 umdasch age which links both companies in the retail sphere. supplied a wide range of services within the store As probably the most famous department store in in departments including the Dining Hall, Men’s the world, Harrods is rich in history, and umdasch International Designer Room 1, Beds and Harrods has been in existence for over 150 years and has Signature as well as in the Gift Wrap area. In 2020 always focused on traditional values as well as the Men’s Shoes and Seasonal & Books depart- innovation. It is this combination which has come ments were completed. A further milestone was to fruition in the modernisation and renovation the realisation of the H Beauty Lakeside Shopping of key elements of the Harrods flagship store in Centre, a completely new Beauty Hall which has Knightsbridge, London. It started with the success- been created outside the flagship store in Knights- ful refurbishment of Harrods Roastery & Bakehall bridge for the first time. in 2017 and Harrods Wine & Spirits and Cigars in 2018. umdasch was subsequently commissioned umdasch at Harrods The story so far 2017 2018 2019 2020

ROASTERY WINE & SPIRITS DINING HALL BEDS MEN’S SHOES H BEAUTY Within the framework of a comprehensive ten- & BAKEHALL AND CIGARS Sales area: Sales area: Sales area: Sales area: Sales area: Sales area: 500 m2 500 m2 900 m2 800 m2 year renovation project the London department 600 m2 507 m2 MEN’S SIGNATURE 1: SIGNATURES 2: Location: INTERNATIONAL GIFTS SEASONAL intu Lakeside store Harrods has refurbished further elements DESIGNER Sales area: & BOOKS Shopping Centre, ROOM 1 1,125 m2 Sales area: Essex, UK Sales area: 750 m2 of its famous shop. The setting was modernised 100 m2 GIFT WRAP Sales area: and contemporary spaces were created with- 36 m2 out neglecting the timeless charm. Umdasch continues to assist Harrods with the design and “The Taste Revolution” Menswear in focus

re-interpretation of typical areas. The 500 m2 Dining Hall – a project which received The David Collins Studio – responsible for the re- the rating “Highly Commended” from the Global RLI design and transfer of the entire Menswear section Awards 2020 – was also redesigned with luxurious – designed the Men’s International Designer Room 1 materials and exclusive design within the frame- as part of a complete re-working of the Menswear work of “The Taste Revolution”. Seasonal dishes department. The luxurious room combines modern are served in six new restaurants. The luxurious stainless steel with black marble in Nero Marquina. atmosphere delights visitors with its abundance The design concept also had to respect the historic of glass, marble, mirrors, wood and massive an- aspects of the building and has a strong Art-Deco tique brass. Moreover the new layout has more character, which however was realised in a modern than doubled the previous seating capacity, while setting. umdasch worked on the implementation of it still feels spacious and comfortable. Once again the concept, created the technical drawings, pro- the cooperation with David Collins Studio posed duced the furnishings and took care of the delivery numerous unique requirements for the project. and installation. “The design concentrates on the The furnishings delivered by umdasch create a traditional feel of the Harrods look and makes the contrast between antique and modern, thereby best of the historic architecture, while weaving in evoking a luxurious atmosphere. “Here we had modern accents with monochrome and geometric to create something which was not only contem- patterns,” observed Simon Wait, Sales Director um- porary but which would survive the passage of dasch Premium Retail UK. “We have been working time,” explained Roman Fußthaler, Managing with Harrods and some of the luxury brands located Director umdasch Premium Retail. in the store for so long, and what they have in com- mon is an absolutely uncompromising approach with regard to quality. Everything has to be just right. It was a challenge, but it was also very exciting and rewarding.”

© Kensington Leverne 124 125

The approach of “trading up” initiated some years Harrods Men’s Shoes ago marks a further milestone in the new design for the men’s shoes department. Not far from Men’s Fashion, a modern lifestyle mecca for the discrim- inating man and his love of fine footwear has been created. The narrative that is being told here is cor- respondingly exclusive: with materials like wood from sustainable sources, marble, leather, highly polished stainless steel and smoked glass. The Store Makers realise many stores which focus on a female clientèle. To create such a high-quality department for men’s shoes was a very special challenge. Harrods Men’s Shoes Project London, United Kingdom Location

Design Engineering, Value Engineering, Furniture, Project Management, Installation Service

To the project

SDG

The department extends across three interconnecting rooms and appeals with its perfect product presentation. The shelves are fitted out with high-performance, individually adjustable LEDs – so that each shoe can be given the attention it deserves. 126 127 Refilling: Retailing should be From Switzerland …

In the Migros branches at Marktgasse Bern and not only fair, but also green Lucerne-Schönbühl, customers can fill cleaning fluid and washing-up liquid themselves with the Liquid Dispenser system developed by umdasch. The product range extends from hand-wash- ing liquid to laundry detergent and washing-up liquid. After the experience of the Swiss market Sustainability in fact. The Green Design ideas leader with the refilling system, the offer is to be by umdasch support retailers in their extended to other branches. Project Location resource-sensitive treatment of nature. One Migros Bern, Lucerne- Schönbühl; Switzerland of the products is the IoT-unit Liquid and © Mibelle by Migros its analogue companion the Solid Dispenser. They are already in use in seven countries … to Britain … within Europe. Sainsbury’s in the United Kingdom is also testing the new refill service with the umdasch Liquid Dispenser. Sustainable Ecover cleaning prod- ucts can be refilled for the first time in their store in Harringay in north London. The ambitious goal of the British supermarket chain is to save twelve tonnes of plastic waste per year.

Project Location Sainsbury’s Harringay, London, United Kingdom © Sainsbury's

… and of course Austria!

The SPAR market at Kastner&Öhler in Graz convinces customers with the high-quality shopfitting solutions by the Store Makers and a modern ambiance that makes the supermarket over 1,200 square metres into a truly pleasurable experience. A sustainable highlight: several Solid Dispensers by umdasch allow the packaging- free purchase of nuts and dried fruits – because SDG refilling must not end at dry goods.

Project Location Spar Graz, Austria 128 Our People

Diversity is what characterises a global company. In nature, monocultures are like dead ends. It is much the same in organisations. Diversity means different cultures, skills and talents. It is the breeding ground on which new ideas can blossom. It is our mission to create spaces which encourage people and provide a stage for their ideas. 130 131

The idea: A prize which honours and promotes Dedicated to sustainability – projects in line with our sustainability strategy. The Umdasch Group The special feature: all the projects submit- ted originated within the company. They are Sustainability Prize the ideas developed by our employees which were examined and awarded for the first time in 2020 and thereafter annually.

There was lively participation following the invi- And… the winning team: tation to participate in the call last year. The result was a pleasing 139 ideas from 18 different coun- • CONCRESMART – The ambitious idea of our tries. The competition consisted of two phases, young colleagues Pavel Kasal, Johannes Kirch- with a preliminary jury and a final jury including hofer and Georg Stolz ultimately convinced the jury. external members. Four finalists made it into the final round: It aims to reduce the CO2 emissions produced during the production and use of cement. Con- • Doka Re – A construction-site app from our col- sumption is reduced by influencing the hardening leagues in Mexico, in order to improve the useful process. life of products and reduce wear and tear. The winning team has already started to im- plement its idea. Congratulations! We are cross- • One Box of Formwork – the idea of a complete ing our fingers for the project and will of course formwork package including accessories for the inform readers about progress in next year's construction of a defined building in rammed clay, report. for use in emerging and developing countries.

• A truck load concept from our colleagues at Form-on, in order to optimise the loading level of trucks.

SDGs

sustainability 132 133 International Women,s Day Three Cheers for our female staff!

SDGs International Women’s Day was proclaimed over social media and raised their hand under the hash- 100 years ago, and since 1921 it has been cele- tags #IWD2021 and #ChooseToChallenge, in order brated every year on 8 March. All over the world, to celebrate the achievements of women and to attention is drawn on this day to emancipation and draw attention to gender-related inequality. women’s rights. During 2021 Women’s Day was Women employees throughout the Doka world held under the United Nations motto “Women in came together virtually in order to celebrate their leadership: Achieving an equal future in a Covid- successes and to share their personal advice. 19 world”. Parallel to this, women set a sign in the Young and highly professional The Young Professionals Day is an international This professionalism is what the Young Profession- SDG initiative for junior employees from the areas of als Day is about. Young executives compete with “Stand up for yourself. Believe in yourself. Without inner strength women will find it hard to be heard in Supply Chain Management and Logistics. These each other in a simulated game. The fictional case the working world.” are both areas which play a crucial role in the add- in question: a fruit juice firm has got into economic ed-value chain at Doka. It is good to know that here difficulties. The supply chain reveals a number of junior talents are lined up at the start who have weak points. The team represents Sourcing, Pro- proved they were the very best in the competition. duction, Sales and the Supply Chain and they must join together to lead the company out of the crisis. “Behind every successful woman you will What is the Young Professionals The aim is a positive ROI. find the woman herself.” Lujain Ammar Maghrabi (KSA) The Doka team competed against famous Krystle Syms (USA) Day about? opponents like Infineon and Tom Tailor and was The aim is to promote young talents in the seg- able ultimately to decide the challenge in their ments SCM and Logistics. Every year, Doka moves favour with a ROI of 7.44%. We are delighted at formwork material worth billions of euros. SCM the intercompany team’s result and offer our con- and Logistics work very professionally to ensure gratulations! “Have a positive attitude and ask for help if you that the deliveries reach our customers’ construc- need it.” tion sites in the right quality, the right quantities, and at the right time.

“Challenges always bring you onto the next level KPI 8 and you gain a lot of experience – so see them as something positive!” Claudia Glauser-Frei (CH) Romina Bartolome (AUS)

“One woman can make a difference, but togeth- Education & 1.2 er we can rock the world!”

“Never give up on your dreams and don’t allow Training Intensity anyone to tell you that you won’t achieve them. Every opportunity you have in your life will be a Training sessions and/or teaching units chance to learn.” Erica Macedo de ­Oliveira (BRA) Needhi Chaudhari (IND) Number of employees 134 135

The health and well- being of our people

From the very beginning, the motto was “People first!” At the beginning of March 2020 it was quite clear: our prime efforts must be directed towards These measures include, the health of our employees worldwide. That re- mains the goal of our Corona Task Force to this for example: day. It met for the first time on 13 March – initially every day, then later on a weekly basis, and today • Task Force "Corona", in order to develop the every two weeks. In between it can be ready for safest workplace in each case action within minutes ad hoc if the need arises. • Working from home – thousands of remote ac- Its members consist of the Management Board, cess connections within a few days the CEOs of the subsidiary companies, the works • The introduction of a Corona Hotline in the com- medical officer, the works councils, the security pany Corona Management – representatives, HR, Communications and repre- • Daily monitoring and reporting of the interna- sentatives of Production, the area which was not tional infection situation within the company able to modify its work routines so that employees • Mask regulations – issuing of free masks what we can learn from the crisis could work from home. • Rules regarding behaviour – social distancing, To this day, the Task Force discusses current meetings, events, training sessions, business and future challenges, and decisions are taken trips, external visitors A crisis shows what a company is fundamen- jointly. The solutions and measures developed • Crisis intervention concept continue to help us to master the crisis in the best • Testing station since November 2020 – initially tally able to achieve. It is not for nothing that possible manner in the interests of the health and for key staff, later for all employees well-being of the people who work for and with us. • Establishment of a vaccination centre on site in the maxim states that “a crisis brings out the Amstetten worst – but also the best”. Looking back, we can claim that we have learned a great deal KPI 9 and have done well – in every respect, on all levels, in all areas and in every corner of the globe. Health SDGs

Ratio Presence days96.5 at work % Total working days 136 137

adjusted correspondingly. This involved a total of more than 3,000 hours, including the time nec- essary to explain the most complex processes so that everyone understood them. Which brings us to one of the most important tasks during the pandemic.

Leadership in Corona

times – taking bold decisions Digitalisation and

Long before the crisis it had already become clear new working that the dynamics of everyday business were ac- celerating rapidly. The world was changing, the If the crisis showed us something very impor- economic environment was volatile and sensitive, tant, then it was the necessity for integrating new and planning was becoming increasingly difficult. technologies into our processes and works pro- This meant that topics like leadership and organisa- cedures – not optional, but compulsory. In many tional development had already become extremely Communication – areas it would not have been possible to provide important within the company. It was an investment the services in question at all, or not to the ex- which now came to the fore and proved its worth. the gold standard tent required, without digitalisation. For example, Our management was under tremendous with regard to working from home. Working from pressure last year. In addition to their manageri- Not only central communication, but also the re- home was already possible before the pandemic, al duties, which during the first phase included gions and countries were called upon and chal- and employees were pleased to be able to avail the securing of liquidity and various cost-related lenged. In times of crisis, regular and transparent themselves of the option. Now, however, working measures, they had to fulfil their role as leaders. communication is essential. On the one hand it from home was more than just the possibility of During the pandemic not only we but also our Under the most difficult of circumstances, across was necessary to provide information about the carrying out one’s work away from the office on customers experienced how they could profit great distances and without the option of person- constantly changing Corona measures. To do this certain days. Working from home became an im- from our digital products and services. That can al meetings they had to reassure and motivate we used the existing channels but also developed portant measure in the fight against a coronavi- be seen, for example, in the chapters “Our Visions” the staff, while at the same time demanding per- new ones – such as an internal Facebook commu- rus infection and was thus used on a wide scale. and “Our Products” – including via the Doka online formance of them. It was a balancing act which nity for the target group that had difficulties ac- We quickly learned to organise ourselves and shop, the possibility of additive production at the management performed successfully. They cessing the intranet. The most frequently asked rapidly became familiar with new presentation Umdasch Group Ventures and products like worked magnificently, especially in countries and questions relating to Covid-19 were listed and and collaboration tools. Meetings which we had the Smart Gate from our Store Makers (pages regions far from Headquarters, in which they first answered within an extensive FAQs area on our thought absolutely had to take place physically if 64, 72 and 74). also had to explain why certain decisions had been own Corona teamsite and made available to all they were to produce a positive result, now take Corona works like a fire accelerant. The ef- taken and measures introduced centrally. employees within the company. place online without any loss of effectiveness. fects of the virus have emphasised a develop- Our specialists were also called upon to be At the same time, top-down regular CEO And as for travel which we were convinced was ment that will change our world for the better highly flexible. For example with regard to the reg- talks to executives and videos for the workforce indispensable – necessity taught us that Zoom, – in an economic, ecological and also a societal ulations introduced by the various governments. worldwide reported on the situation in general Microsoft Teams, Skype & Co, are much more context. New regulations were mostly discussed and nego- and within the company in particular. Last year than mere alternatives here. tiated until just before they came into force. They we experienced the difference that profession- sometimes only reached our company a few hours al communication in times of crisis can make. beforehand. Here flexibility was called for. And also Never before was more content generated and courage on occasion, when it was a matter of an- published, and never before did we receive so ticipating the decisions taken by official bodies and much positive feedback. So our intention actually the authorities. reached the workforce. Not least for this reason, For example, we in Austria were on short-time we have recently decided to invest substantial- working for months before all the details regulat- ly in internal communication and to make use of ing the form and the accounting procedures were new technologies in future, in order to be able to known. The solution was that the working time guarantee a smooth exchange of information even experts within the company drew up a provisional more effectively (see report on page 152). accounting procedure in advance. Once the cor- responding regulations had been laid down the accounts were revisited for each employee and 138 139

Procedures on a construction site are linked with a involved in international network organisations and large number of safety risks and therefore demand works actively with associations which campaign for a high degree of responsibility from all concerned. a constant improvement to safety standards. Although Doka, as a building supplier, can only Investments in safety pay off in several ways influence the accident occurrence on a building site when it comes to sustainability. The health of em- indirectly, the company nonetheless continuous- ployees is protected and their motivation and ly works to develop new products and solutions in well-being are strengthened. Smooth procedures order to reduce risks and increase the cost-effec- and processes improve profitability. And last but not tiveness of the construction project. Doka is also least, a reduction in the accident rate also reduces active beyond its actual product portfolio. One area the load on public health systems. of focus is to supply user information which is simply The benefit can even be measured: each invest- explained and uses drawings and symbols which ment aiming at increased safety on building sites are easy to read and understand for the workers on pays off by a factor of 2.2. the building site. Another area of focus lies on training and the execution of customer training sessions and safety courses directly on the construction site. Doka is also

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Framax lifting hook 94401-204-02 Art. n° 588149000 Sustainable safety 2. 94401-203-01 3 1. 7 94401-205-01 on the building site Framax stripping tool 94401-204-01 Art. n° 589235000 94401-207-01 This poster does not replace the respective user information! 7 www.doka.com/downloadcenter Remove loose parts before lifting! The building sector is regarded as one of the main causes of accidents at work. Doka has At the same time, the health of our own employees through targeted measures. In the interests of trans- is our top priority. In line with our motto “We get bet- parent communication we shall publish this devel- therefore always made the subject one of its ter every day”, we aim at continuous improvement opment in future. prime concerns. Our aim is to make our cus- tomers’ building sites as safe as possible. Our KPI 10 vision is a workplace where accidents simply do not happen. Accident SDGs 3.5 RatioAccidents per 100,000 working hours 140 141 Curtain up for the quiet Tita Dolonguin – True Heroine 2020 Tita has been an office assistant at umdasch Store Makers Middle East in Dubai for almost eight years. The job title does not do justice heroes and heroines of 2020 to Tita’s role – “Mama Tita” would be more accurate. During the lockdown she was the heart and soul of the office and ensured that at umdasch The Store Makers all hygiene measures were complied with. With my prize I shall … If I were a superheroine, my super I plan to save some of it for my fam- powers would be … ily’s future and would like to travel I would like to have the ability to heal to my home country, the Philippines, people all over the world of COVID-19 as soon as the COVID-19 travel re- so that we could return to our normal 2020 did not simply present the Store Makers at the explanations they put forward they mentioned strictions are lifted. lives again and visit our families in our umdasch with major challenges and throw all our their sincerity and their humane and appreciative home countries. lives off track. Restrictions in many areas have be- attitude, combined with collegial respect. So it come part and parcel of our daily lives, and the was not easy to finally choose a true hero or true normal lives we were able to lead before the crisis heroine amongst so many candidates. And so now seem a very long time ago indeed. we decided on no fewer than three prizewinners Even in this situation the Store Makers have as well as awarding a special prize for a particu- shown their true colours. The achievements of each lar “life’s work” at umdasch. The prize ceremony and every one of our employees during the chal- took place within the framework of a virtual Isabel Rahimi – True Heroine 2020 lenging months of last year have been truly remark- Spring Kick-off, which hundreds of Store Makers able. Unfortunately it is not possible to highlight the experienced live on their computer screens. For four and a half years Isabel has been a Project Manager in the performance of each individual. And so the Store General Contracting unit of umdasch in Berlin. Last year she com- Makers started a very special campaign: all the em- Our sincere thanks to all the Store pleted the biggest project and achieved outstanding results in a ployees of umdasch The Store Makers were called male-dominated environment. And yet the young architect never upon to nominate their personal hero of 2020. Makers at umdasch! forgot her colleagues who supported her in her work. One colleague nominated all umdasch Store Makers The True Heroes Campaign as true heroes and heroines. It was a touching ges- On no fewer than 129 occasions, Store Makers ture, which encouraged CEO Silvio Kirchmair to With my prize I shall … If I were a superheroine, my super I think, as soon as it is possible powers would be … from the entire group of companies took heart continue the True Heroes Campaign. again, I shall go away on a nice holi- One useful skill would be to be able and expressed their esteem for one of their col- day. And I shall organise a summer to think of the perfect answer on all leagues by nominating them for the award. In all grill party for my family and friends. occasions.

Rupert Grill – True Hero “Life’s Work”

Rupert Grill was honoured with this special prize for his life’s work, his 45 years as an employee of the Store Makers. Even in normal years the organisation of the installation projects on our Leibnitz site is a difficult task, but 2020 represented a special challenge for Mr Grill and his team. Mr Grill was there with his colleagues on the Maiia Vozniuk – True­ Heroine 2020 front line every single day, ensuring that our projects could be suc- cessfully completed. Maiia Vozniuk has worked for umdasch Store Makers in Russia for Rupert Grill’s award represents the special achievements of all the past six years, and during this time she has risen from produc- those colleagues who were on the road and on countless building tion assistant to Office Manager. She is seen as a team player, an sites for umdasch The Store Makers last year, under more difficult important coordinator between purchasing and logistics, who is circumstances than usual. untiring in her commitment and willingness to learn, and who always radiates cheerfulness. If I were a superhero, my super powers would be … I wish I had super powers that would enable me to see into the future – then my work would be easier and I could plan better in advance. With my prize I shall … If I were a superheroine, my super I shall spend most of it on myself! powers would be … Shopping & pleasure! But I shall also I should like to be a Superwoman: use the money to pay for my English super hard, super strong and super SDGs course and to buy presents for my fast. nearest and dearest and also for some of my colleagues. 142 143

The classic division between work and family/leisure Our ecological commitment is also the subject of no longer exists. During the pandemic in particular, lively interest within the company. The reactions these areas have become even more closely inter- when we announced our investment in the photo- connected. Work time and life time have become voltaic system in Amstetten (page 168) were im- blurred. The demands of employees – including pressive. And the huge commitment of depart- those who will join the company in the future – for ments and people who are working together on the best workplace go hand in hand with this de- the Doka Carbon Footprint Product (page 158) has velopment. It is an understandable demand. The shown us how important these activities are for the responsibilities of a caring and attractive employer satisfaction of our employees. have changed too: from being part of corporate cul- ture, they have become part of company strategy. Satisfaction will be measurable in future The best workplace

Today’s jobs must offer more than fair pay and a We can feel this satisfaction, and in future we also good working atmosphere. want to be able to measure it. Not only in order They must make sense. This can be seen in to present ourselves as an attractive employer. It many studies on the subject of employer attractive- is rather a question of not only getting feedback ness. The interests of employees focus on aspects when we ask for it, but doing so regularly and in an such as the company’s social and ecological com- organised fashion. Then we can process it in a tar- mitment, concern for the well-being and health of geted manner, draw conclusions from it and put the Work time is life time employees and the fulfilment of collective needs. knowledge gained into practice. They also take into account how meaningful an ac- We are currently installing and implementing a tivity is seen to be and how the products which the modern tool which measures the satisfaction of our company sells have been produced – and above all, employees and collects their feedback within our The subjects of employee satisfaction and what effects they have and how they are received. company. We plan to install our own model in ad- On the environment and within society. dition to the large-scale survey which we carry out employer attractiveness are important key We notice, too, that our activities on behalf of every few years. This will give us the opportunity of the environment and society are viewed positively checking on the mood at any time, also locally. And it elements in sustainability. The role of com- by our employees. “I am pleased that I work for a will also convey the message to our employees that company which campaigns for something that is we care about how they are feeling. panies has also undergone major changes meaningful,” is a frequent comment we hear from our teams. The extent and scope of the social com- during the past decade. Today’s employees mitment within the Umdasch Group are certainly considerable, as shown by the KPIs on pages 149 do not necessarily demand “more” from their and 151 and the current projects of the Umdasch employers than in the past, but they do ex- Group Foundation on page 148. pect things to be “better”.

SDGs 144 Our Partners

We are not the navel of the world. We are part of an ecosystem, to which we contribute what we believe may change our world for the better. Together with our customers, partners and employees we want to bring about a just and environmentally- friendly future that will be successful for all. 146 147

Andreas Ludwig presenting the Josef Umdasch Research Prize to the winners SecurifAI at the online And the winner is ... award ceremony. Josef Umdasch Research Prize goes to Romania

Five finalists appeared in an online pitch be- fore this year’s jury of the Josef Umdasch Research Prize in April. The question posed by Umdasch Group Ventures regarding “Artificial Intelligence & Computer Vision” had crystallised from a preliminary field of 87 registered entries and 41 countries into 17 shortlist nominations and finally five teams of candidates. The winner was determined in April within the framework of the global WSA Congress, which took place this year entirely online for the first time.

This year the prize went to Let us briefly review at this point The Josef Umdasch Research Prize SecurifAI from Romania. the winners of previous years: The Josef Umdasch Research Prize has been awarded since 1990. It is dedicated by the owners Hilde Umdasch and Alfred The team around co-founder and CTO Radu In 2018, the year of the 150th anniversary of the Umdasch in memory of their father Josef. Since 2018 the prize has Ionescu has developed a software which is cap- founding of the Umdasch Group, the prize was operated in a broader context. Since then the Umdasch Group able of recognizing abnormalities via a camera. awarded no fewer than three times – we even has relied on the worldwide WSA network to issue an international The jury’s attention was drawn to the start-up be- participated in Jingle, a start-up in the field of invitation in order to call upon start-ups to submit their sustainable cause of their remarkably progressive technol- e-commerce. Since then we have been working ideas for specific tasks from within the group of companies. Each ogy. The Romanian team also scored because with Polycular on a digital on-boarding process year another company within the Umdasch Group is responsible of the broad possibilities of implementing their for new staff members, and we are currently in- for posing the question; in 2020 it was Umdasch Group Ventures. idea. Thus, for example, the software can recog- volved in discussions again with Kewazo, a Ger- nise whether all the people on a construction site man-Russian start-up in the construction sector. are wearing helmets and protective gear. Last autumn we had invited Evocco, the Irish win- The experts soon agreed: we want to find out ner from last year, to a big kick-off workshop with more about SecurifAI (https://tdemo.securif.ai/). our digital retail experts in Austria. The corona- A team from Umdasch Group Ventures will focus virus temporarily cramped our style somewhat, on the task of deciding how we want to establish as was also the case for the winner from 2019 SDGs our future cooperation. The prize provides for the – Cupp from Canada. But here, too, we shall be- winning team to be commissioned to implement come active again as soon as travel becomes their idea. possible once more. 148 149

LERNEN MACHT SCHULE 240 children and young people OÁZA STUDIO – PRAGUE, CZECH REPUBLIC CHILDREN'S HOSPITAL – ENTEBBE, UGANDA BIG BROTHERS BIG SISTERS 256 children and young people 13 children and young adults 80 patients CARITAS LERNCAFÉS 2,200 children and young people ASOCIATIA PENTRU EVOLUTIE ROTAS – TEACH FOR AUSTRIA 1,230 children and young people TUNARI, ROMANIA OMO CHILD – OMO TAL, ETHIOPIA BETA CAMPUS WAIDHOFEN 150 schoolchildren 2 children 4 children WHATCHASKOOL 1,000 schoolchildren CHRISTMAS IN A SHOEBOX - ROMANIA (VEREIN OÖ LANDLERHILFE) FAHARI FOUNDATION CENTRE – CARITAS PREWORK 30 schoolchildren MTWAPA, KE NYA 60 children TALENTE! FÜR MORGEN 1,000 schoolchildren 11 young people VEREIN SPRINGBOARD 50 schoolchildren AMSTETTNER KINDERHILFE-LAUF 11 children EMMANUELO BASIC SCHOOL – ACCRA, GHANA 230 schoolchildren

SOS CHILDREN’S VILLAGES – BEIRUT, LEBANON 4 young people

RENA SCHOOL – SPITI VALLEY, INDIA 100 schoolchildren

CASCADES ACADEMY – OREGON, USA 20 schoolchildren

FOOTBALL SCHOOL “ESCOLA DE FUTEBOL KPI 11 MATHIAS” – SÃO PAULO, BRAZIL 50 children and young people Spending on

The Umdasch Society & Group Foundation The main focus of the Umdasch Group Founda- SDGs tion is education. Its impact can be described via Social Affairs the development of each and every young person whom we support. That is why we are actively in- volved in each of our projects. It makes our com- mitment purposeful, maximizes the effectiveness for the children and young people and guarantees the efficiency of the resources we invest. € 680,568 150 151

On normal days, 15 to 20 small children aged Where the priorities in the Umdasch between one and three years romp through the spacious rooms of the Umdasch Nest. The open- Nest lie during the pandemic

ing times are generous – from 7.00 am until 6.00 It is hard that parents may no longer accompany pm, so that the parents do not feel they are under their children into the group room, but have to say pressure. The staff is equally generous and in- their farewells in the cloakroom. There were many cludes three nursery teachers and two helpers. tears at the beginning. Nursery staff in contact The first lockdown also represented a caesura with parents wear masks, but not when caring for for the Umdasch Nest. It was forced to close for the children. The five members of staff know that several weeks. Too long in any case, resulting in children can also pass on the virus, but dispense a disruption to the patiently established trust- with masks because they consider it more impor- ing relationship that had been created between tant that the children in their care should be able the toddlers who were cared for there and the to see their facial expressions. Instead, they are staff. Contact with the parents was maintained tested every day. The children would no longer be via e-mail and telephone and resulted without alarmed by the masks, but for their development further ado in a newspaper for parents and chil- they need to see facial expressions and gestures. dren, with photos of the staff at the Nest as well as Nor is it always possible to keep at a safe distance. games, handicraft ideas and songs. Comforting and cuddling the children is more im- The Umdasch Nest re-opened in early May portant. The regular airing of the rooms has been 2020, initially only until 12.00 noon. During this made into an interesting feature for the children time there were numerous changes: there were by hanging up wind chimes. And of course the lit- fewer children in the Nest, new arrivals were post- tle group has been spending more time outdoors poned until a later date, and children moving on to since the coronavirus appeared on the scene. kindergarten could not be sent off with a festive The children are pulled in a little wagon to a near- ceremony as had previously been the case. Sur- by farmyard to visit the animals – horses, sheep veys were constantly carried out to check which and chickens – or they go to the playground or to children would be there the following day and the River Ybbs to see the ducks. They go on pic- which would not. The canteen, which normally © Manfred Horvath nics and play in the spacious garden. And should provides the nursery with a snack and lunch, was one of the little guests suddenly need Mummy or closed and parents had to bring food for their Daddy in spite of the interesting programme, they children instead. But they were grateful that they are available just around the corner. could bring their children to the Nest in spite of Of closeness and distance the fact that they were working from home. The double burden is a huge one. The Nest has been operating again normally since September. Since 2016 young mothers and fathers from the workforce of the Umdasch Group in

Amstetten have had a childcare facility at their KPI 12 disposal in the immediate vicinity of their workplace when they return to work following their parental leave. The prime directive in the little Umdasch Nest is to offer its little guests Voluntary loving and trusting care. None of that has changed during the coronavirus pandemic. Social Benefit SDGs Rate € 2,579 Voluntary social contributions Number of employees 152 Sound on, camera on – and action!

The new Doka Broadcasting Studio for borderless communication

No, this contribution is not about show. Instead, it which digitalisation offers us and which were is a milestone in the history of communication at previously ignored because there was no need Doka. After just a few weeks on the project, the to use them. Well, now the necessity was there, new broadcasting studio went on the air in Jan- and the need was great: communication in the uary of this year. It celebrated its premiere with a coronavirus crisis, in more than 70 countries on big international Doka Strategy Start. five continents simultaneously. It was a herculean It was finally agreed during the late autumn of task which could only be solved with the help of last year that the traditional Doka Strategy Start, the latest technology. which is held in January and which is a meeting of The Doka studio established itself as a lead- some 200 senior staff members held over several ing communication medium in record time. It days, would not be able to take place because enables us to share regular and planned infor- of the coronavirus pandemic. At the same time it mation as well as ad-hoc details in an uncom- marked the starting point of a project which with- plicated and targeted manner and yet in high in a short space of time transformed an unused performance quality, in Amstetten and beyond. basement room into a recording and transmis- Conversely, the technology also enables us to sion studio with sophisticated equipment. include external contributions. Thus the studio It is not easy to find anything positive related is not only a transmission place for internal com- to Covid-19. If this is possible nonetheless, then it munication, but also a professional collaboration is the awareness of the unsuspected possibilities channel with our customers.

The key points

• High Definition HD audio and video • 2 cameras – flexible and/or fixed • 10 cordless studio microphones • Activation of up to 4 external speakers • Professional lighting set-up • Acoustics in sound-studio quality • Video recording and & livestream • Exclusive internet connection • Broadcast internally via Microsoft Teams and Microsoft Stream • Broadcast externally via Facebook Live, YouTube Live, Webcast Live, LinkedIn Live, Vimeo Live • Webinars & Training sessions via Adobe Connect • 2 Aerosol air purification appliances SDGs 154 155 A sustainable Compliance Master’s dissertation gets digital

Over 70 countries, an equal number of legisla- Digitalisation increases quality, “[…] if we want to se- tion systems and even more cultures – the sig- penetration and awareness nificance of and demands for an integrated and cure our resources in established compliance organisation grow with During the past two years the internal training a company. The larger the Umdasch Group be- programme was adapted to e-learning. Since a meaningful way for comes, the more significant are its demands for then employees of the Umdasch Group have a mutual understanding of compliance with laws, been introduced in 27 languages to our guide- future generations as regulations and ethical codices. lines also online and are trained to practise val- Many years ago, the Umdasch Group laid ues-based behaviour in compliance with the well, there is no alter- down norms which serve us as rules and guide- rules. The e-learning programme consists of two lines for responsible actions: modules, whereby the basic module is repeated native to treating them • Code of Conduct – regulates our worldwide every two years and the intensive module, which standards governing internal and external co- was developed for roles with increased compli- in a more efficient and operation ance risk, is repeated annually. • Quick Guide – explains the important areas of sparing manner. Re- focus Anti-Corruption, Competition Rules and Export Control use and recycling play • Compliance Code – define policy, powers, - re sponsibilities and activities of the compliance an important role, be- organisation • Ethics Line – anonymised whistleblower contact SDGs cause every resource within our compliance organisation • Compliance training – to train codes of practice which is not lost, but which is returned to the for all employees of the Umdasch Group economic system in the form of secondary raw materials, is a valuable resource.” (Roth, 2016). KPI 13

After a works tour with his class from technical The sustainability of our formwork sheeting is college and a subsequent six-month internship, endorsed by its high percentage of wood with Tobias Gschneidtner finally started a part-time its storage of CO2 , and the plastic coating which job in Research and Development at Doka in ad- considerably improves its useful life. However, in dition to his studies at the University of Natural the interests of an integral circular economy it is Resources and Life Sciences (Boku) in Vienna. also necessary to examine the exploitation at the His four-year course culminated in January of end of the life cycle. Tobias’ diploma dissertation Compliance this year in an outstanding Master’s dissertation. does precisely that. The title was: "Werkstoffliche Recyclingkonzepte The concept for a plant presented in his essay für Schalungsplatten aus kunststoffbeschichte- assumes an annual recycling volume of 80,000 m² tem Sperrholz" (Materials recycling concepts for at a location with a single-shift operation. The SDG formwork panels of plastic-coated plywood). next step is a detailed development according to Tobias commented: “The idea came from a col- economic and ecological aspects. league at Doka. I immediately found the subject Rate 57 % interesting, because it touches on law, technolo- Number of of compliance-trained employees gy, economy and ecology.” Total number of employees 156 Our Environ- ment

With a view towards a sustainable environmental strategy, we regard our environment as a stakeholder. The basis of any good partnership lies in an equitable balance between giving and taking. That also applies to our relationship with the environment and nature. We take and use resources. In return we take responsibility for optimising and continually improving all important areas and processes in the interests of ecological efficiency. 158 159 A milestone in Doka’s sustainability – the Product

Carbon Footprint RAW MATERIALS PRODUCTION

Our corporate activities make an impact. That is a good thing, because we want to develop WASTE & RECYCLING products and solutions that serve our cus- DISTRIBUTION tomers and make a difference on the market. But our activities also make an impact on the environment. In the recent past, in addition

to the economic effects, the ecological point USAGE of view has also advanced into the centre of our corporate considerations. How do our actions affect nature? How sustainably do we use the resources? How large is the carbon footprint which we are leaving behind for the next generation?

In their thoughts as to how to achieve the maximum sale of formwork; about 50 % is destined for rental. effectiveness, Doka decided to draw up a Product That is a sustainable business model in itself. The Carbon Footprint as the basis for their CO2 goals. It formwork must be robust and high-quality in order sounds easy, but is far from it. Doka has a product to be able to stand up to the stresses on the building portfolio of over 6,000 articles, many of which are site. Nonetheless CO2 is produced during the course made up of a large number of further components. of the many years in which Doka formwork is in use In order to provide an inkling of the vast size of the on building sites. For example, when the items are task behind this vision, perhaps we should first being transported from the branch to the customer provide an explanation: What exactly is a Product and back again. Or when the formwork is required in Carbon Footprint? And what purpose does it serve? another country. Or when it is being cleaned and re- Greenhouse gases are produced during the furbished. In addition to the extraction of resources course of the lifestyle of a product. The so-called and manufacture, the Product Carbon Footprint “Cradle-to-Grave” observation measures these also incorporates the active period of use until the emissions for each phase the product passes end of its useful life. Because the end of many Doka through. This starts from the extraction of resources products marks the beginning of new products. Our SDGs via the manufacture of preliminary and final products metals are recycled and thus save the primary pro- and does not end, for example, when the product duction. Wood is used thermically as a substitute for leaves the company. That would be too short-sight- fossil fuels, or is used to generate electricity. ed for Doka. Its business model includes not only the 160 161

In 2019 we informed readers in the Integrated Doka goes the whole hog We are now taking a decisive step forward. We are Annual Report that we plan to assess all our currently working on the phase in which our formwork products with regard to their relevance for elements are in use. This is divided into four areas: the climate throughout their entire life cycle. The evaluation of the manufacturing phase, which includes the production of the raw ma- terials and preliminary products as well as the 1. Delivery from the production facility production of the formwork itself, has since in Amstetten to the central warehouses been completed. 2. Delivery from the central warehouses to the branches 3. Transport to the customer and then back to our branches 4. Cleaning and if necessary maintenance of the formwork elements

The excellent controlling The result for 2020 makes it possible During 2020 we transported our products 37 Here we reach the limits of classic project man- million kilometres. 59 % of this transport was agement. At this point controlling is called for, carried out by sea, which, however, only ac- because this is where we become immersed in counts for 15 % of the greenhouse gas emis- a vast mass of figures, data, Excel formulas and sions resulting from our transport. Deliveries Access applications. We look on with amaze- via road accounted for 34 % of the transport ment and are thankful because an intense study distance, but this resulted in a 75 % share in our of the systems already reveals to a considerable carbon footprint for transport. The ecological extent the evaluations which we need for the cal- advantages of transport by rail and the disad- culation of our transport emissions: kilometres vantages of air freight can also be clearly seen, driven, tonnage, forms of transport, number of although these two forms of transport are of only journeys. By entering the corresponding emis- limited relevance for our work. (See diagram on sion factors we can already determine the cor- page 163) responding CO2 equivalents for Area 1 – the de- livery from the production facility in Amstetten to the central warehouses – and Area 2 – the deliv- ery from the central warehouses to the branch- es. We have reached the next milestone.

Part of the product diversity of the Product Carbon Footprint in the Doka Forum 162 163

Transport 2020 Transport Distance Carbon Footprint 100 %

80 % 75 %

60 % 59 %

40 % 34 %

20 % 15 % 9 % 7 % 0.1 % 0.6 % 0 % Train Ship Truck Plane

The way is the goal The supreme discipline

During the next phase the period of use is expand- of sustainability ed to include Area 3 – Transport to the customer and back again – as well as Area 4 – Cleaning At the latest in the case of the Product Carbon and maintenance. The CO2 emissions for further Footprint, we can separate the wheat from the processing or disposal at the end of the useful chaff. At this point we can see whether sustain- life of the formwork elements are also calculat- ability is being seriously and emphatically incor- ed. The resulting analyses will give our product porated into the process design – or whether it developers information as to how we can reduce is only included in the marketing plan. Doka has still further the negative environmental effects of opted for the serious way. The project was inau- our products. gurated in autumn 2019. Since then much hard Parallel to the Product Carbon Footprint of work and effort has been invested. Doka is thus our formwork elements, we are also calculating reacting to the increasingly vocal demands of the Corporate Carbon Footprint of the company, customers for climate-neutral products, solu- in order to gain an overview of our total green- tions and processes. And the calls which can no house gas emissions. Compared with the Prod- longer be ignored for the introduction of meas- uct Carbon Footprint this calculates not only the ures that will enable us to hand over our world in product-related carbon emissions, but also those a better state than we received it. generated by the company itself – for example from its energy consumption or through business travel. 164 165

Increase transport utilisation The transport of the future Achieving more together – in line with this mot- to, since 2020 Doka has been a member of the Council for Sustainable Logistics (CNL). The as- sociation of transport providers and firms with The subject has already been examined in large transport volumes has set itself a number of areas of focus in order to organise logistics the previous article: the worldwide use of more sustainably. For example through the ac- celeration of alternative forms of power such as Doka formwork requires transport, which hydrogen.

is responsible for a large percentage of the Doka Sweden as the pioneers greenhouse gas emissions generated by our Have you already heard of HVO? HVO – Hydro- The four freight companies which operate on products. In a few months a comprehensive treated Vegetable Oils – are vegetable oils which Doka’s behalf hesitated initially before agreeing to represent an environmentally friendly alternative the requirement that they would use only HVO100 Product Carbon Footprint will provide infor- to fossil fuels. in future. The framework conditions were estab- Within the framework of its environment certi- lished, which also include the corresponding obli- mation about exactly how much. fication, Doka Sweden has undertaken to record gation to furnish proof. the effects of its activities on the environment, to In addition, all corporate vehicles will also run measure development and to set goals for con- on HVO100 in future. Here, too, a framework agree- Doka has branches worldwide and so we can offer Increase transport utilisation tinuous improvement. Customers in Sweden have ment was reached. After protracted negotiations our customers on all continents our products and set a clear signal in favour of CO2 reduction. And Volvo has also taken over the guarantee for engines services regionally. Internationalism and globalism We continuously aim to make optimal use of the our colleagues there know that the most effec- fuelled with HVO100. That is a welcome success are also part of our business model. Associated loading volume of both lorries and containers. tive way of achieving that can only be via climate because we know that manufacturers will not nor- with this is a corresponding transport volume. That This has economic advantages in addition to friendly transport. One approach to the solution is mally take over any guarantees unless they are le- is sufficient reason to think about how we can organ- the ecological ones: part shipments cost a great HVO100 – biofuel, which will be in use in all trans- gally required to do so. ise this in a more climate friendly and environment deal of money. On journeys from headquarters, port by Doka Sweden from 2021. In similar fashion, Linde agreed after consider- friendly way in future. the lorry utilisation is very high at around 90 % ing the matter for several weeks that it would also What is certain is that it will take many measures as a result of many years of measures aimed at take over the guarantee for their diesel forklifts if to reduce the greenhouse gases which are gen- increasing awareness. Nonetheless we aim to they were fuelled with HVO100. erated by international goods traffic. Everywhere increase this key figure to 95 % during the next In any case, the figures are impressive: through throughout Doka there are already initiatives both years. We also aim to achieve this through corres- the use of HVO100 instead of fossil diesel between large and small which aim to achieve precisely this. ponding route optimisation programmes. 80 % and 90 % savings of CO2 can be achieved. Thumbs up! Smart central logistics The last puzzle piece

Doka mainly uses trucks for product deliveries As described in the previous article, the transport within Europe. A global network has been es- from our branches to the customers and then tablished through the products supply from the back again for cleaning and refurbishing repre- production facilities to the distribution centres and sents a final puzzle piece in the calculation of the KPI 14 branches. In order to reduce the environmental Product Carbon Footprint at Doka. A project is pollution to a minimum as far as possible there currently concerned with the establishment of a is already a central requirement that freight ser- base for the uniform Europe-wide utilisation of vice providers must use low-emission class Euro 6 transport orders. vehicles. That is the class with the latest engine The vision: In future all customers should be technology. able to work out from the delivery documents the amount of CO2 emissions arising from the trans- port of our goods. We are thereby creating the Transport conditions for decision-making concerning the goods distribution and stocking at our locations in future not only according to economic consid- SDGs erations, but also environmental ones. Efficiency 21.5 Tonnes CO2 equivalent Sales revenues € million 166 167

The Fashion Pact is an international associa- The Fashion Pact: umdasch tion of more than 70 famous companies from The Store Makers joins global the fashion and textile industry. It represents over 200 of the leading global brands and one association for sustainability third of the fashion industry. All signatories have committed to the joint implementation of im- portant environmental goals: the mitigation of climate change, the restoration of biodiver- sity and the protection of the oceans. umdasch The Store Makers has been a member of this prestigious coalition since 2021.

In April 2019 the President of France, Emmanuel sustainable forestry. The numerous projects al- Macron, instructed the CEO of the Kering Group*, ready initiated in the interests of environmental Francois-Henri Pinault, to gather his fellow CEOs conservation have been subdivided by The Fash- across the fashion and textile industry in order to ion Pact into “Climate”, “Biodiversity” and “Oceans”. establish a coalition – uniting some of the biggest The Store Makers at umdasch have already started organisations, with the aim of working collectively their active collaboration in the first part-projects in in order to accelerate and scale positive impact to the field of “Biodiversity” and are thus contributing transform the fashion sector and ensure a more their knowledge as to how the sales areas of the sustainable future. The initiative was presented major fashion brands can be built and operated to the heads of state at the G7 summit in Biarritz with environmentally friendly resources. during the summer of 2019. “umdasch The Store Makers are the first shop- The companies within the pact commit to fitters to have joined this coalition. This is an hon- ambitious, tangible targets aimed towards cli- our and an accolade for us which will reflect on mate change mitigation, biodiversity preservation future projects,” commented Silvio Kirchmair, CEO and oceans protection. Today, The Fashion Pact umdasch The Store Makers on the company’s ac- numbers over 70 members, who together repre- cession to The Fashion Pact. As a family-owned sent more than one third of the fashion industry. company with deep roots, umdasch is a shopfit- Adidas, Burberry, the Kering Group, Mango, Nike ting company with value-oriented management, and Ralph Lauren are all members of the coalition. responsibility and environmental policy. umdasch The Store Makers has been an official With the creation of a special position for sus- member since April 2021 and positions itself there tainability, strategic sustainability projects within as a partner of the industry and as a pioneer within umdasch The Store Makers will be pursued even the shopfitting sector. more intensively in future. At the same time the All members of The Fashion Pact act collec- company is preparing for the increasing demand tively to implement scalable measures for environ- for sustainable shopfitting solutions. During 2021, mental protection which will achieve a measurable for example, the corporate carbon footprints for the effect. Today, some 45 % of the energy require- two locations in Leibnitz and Zagreb will be deter- ments of the members already come from renew- mined – a project which will be rolled out in future able sources. Their joint plan is to reach 100 % by years to include all the Store Makers locations. 2030 at the latest. In line with the 17 Sustainable SDGs Development Goals of the UN, further projects * The publicly owned Kering Group includes famous include, for example, a complete ban on and/or brands such as Gucci, Saint Laurent, Bottega Ven- the recycling of plastic carrier bags and a stop to eta, Balenciaga, Alexander McQueen and Brioni. deforestation as well as the active promotion of 168 169 When the sun smiles, we smile too

In November 2020 – when Austria was rapidly Sustainability approaching a hard lockdown – only partners with special permission were permitted onto our With the PV installation in Amstetten we can make company premises. Only those with a very good a contribution to the generation of sustainable en- reason were allowed past the barrier. The fitters ergy and will save emissions amounting to about from the company that was embarking on one of 235 tonnes of CO2 per year. In doing this we shall our major investment projects in 2020 had such be sending out a signal both internally and exter- a reason: they were installing a modern photo- nally, that we regard sustainability as an integral voltaic station on the shed roofs of the B3 hall part of our business processes. block of our production facility. It is there that a photovoltaic station with a ca- pacity for producing 500 kWp will be commis- Cost savings sioned in the very near future. The second phase The high production volume of our Amstetten will follow during this summer and will double the location means that we also have an equally high capacity. Together these two installations will energy consumption – also at weekends and feed some 910,000 kilowatt hours per year into during the works holidays. Thanks to the new the power network of the Umdasch Group. What installation it will be possible to cover a consid- will that mean? erable part of this consumption. Our vision is that the installation will be extended gradually over the next years.

KPI 15 Renewable SDGs Energy 58.2 % Share of renewable energy Total energy consumption 170 171 More than just a fairy tale – how there can be room for both ecology and economy in a smart idea

This contribution is based on a story which describes better than any article how closely ecological and economic measures can be interconnected when it is a question of sustain- ability in an entrepreneurial context.

The story begins on 11 November 2019 and takes a partly-laden lorry made no sense, economically place at Form-on, a subsidiary of Doka. Form-on or ecologically. His suggestion was followed up by focuses on two lines of business. The first deals an offer: formwork beams that would complete with used formwork. In the interests of a sustain- the load and in doing so would increase the total able life cycle that is as long-lasting as possible, value of the order by more than ¼. A partly-full the platform offers formwork from various manu- lorry would have meant that 200 litres of fuel were facturers and in different qualities. The second line being wasted. supplies formwork components to specialist re- tailers, distributors and formwork manufacturers. Win-win-win … On the aforementioned 11 November 2019, a customer from Portugal ordered 285m² Frami Since then, Form-on has integrated the initia- Eco from the Form-on used formwork store. The tive into its operations. The environment profits customer organised the transport himself – the thanks to a noticeable reduction in CO2 emissions. distance amounts to some 2,000 km. While load- The customer profits because of the reduction ing was taking place it became clear that the form- in transport costs. And so does Form-on, in the work order would only occupy 8.5 loading metres form of additional revenues and a strengthened of the total of 13.5 loading metres which would customer relationship. fit onto the lorry when fully laden. Our Form-on The idea was submitted for the Umdasch colleague Alexsandro, who was processing the Group Sustainability Prize (see page 130/ 131). It order, reacted quickly and smartly. He immediately also attracted the attention of Doka, which now contacted the customer and convinced him that aims to expand this concept in its logistics.

SDGs 172 173

umdasch Liquid Dispenser Reduce, Reuse, Recycle – But now to the application. umdasch The Store Makers makes reuse easy, because the Liquid refilling in operation Dispenser enables you to refill a plastic container, thereby avoiding the purchase of a new container and thus reducing waste. umdasch The Store Makers For the first time the Liquid Dispenser also pro- vides major retail chains with the answer in order to take part in the paradigm change and avoid make it possible packaging waste. The refilling station provides an efficient way of offering the refilling of multi- use containers in retail chain stores. The retail sector therefore offers consumers an opportunity Have you ever heard of the so-called “Waste for sustainable shopping at the point-of-sale. The saving of packaging waste is effected by the use Hierarchy”? Or do you know the “3 Rs” of re- in the refilling station of a large container in the form of a bag-in-box solution. The umdasch Liquid fuse management? We will give you a brief Dispenser recognises by scanning the packaging which product and which quantity will be required. overview and show you how the Liquid Dis- The customer places the container under the re- quired filling tap, the Liquid Dispenser detects the penser by umdasch The Store Makers can empty container by means of the weighing sensor and allows the filling process to start. When the assist consumers in purchasing sustainably. container has been refilled the sales slip with the corresponding information about the product is printed. And next time the customer shops the container can be refilled – without the need for new packaging! The term “Waste Hierarchy” comes originally from REDUCE: The top position in this Waste Hier- There are many areas in which the procedure waste management and describes a succession archy is occupied by waste avoidance! The logic can be used, because various liquid cleaning and of measures which should be taken to reduce the behind it is simple: if less waste is produced, there washing products can all be refilled as required: amount of waste created and to improve the en- will also be less to recycle. shampoo, shower gel, liquid detergent, washing up tire waste management process. This hierarchy REUSE: We all have a drawer full of things that liquid and cleaning products. Thanks to the inte- consist of the “three Rs”: Reduce, Reuse, Recycle. we keep because we think they can be used again. grated IoT-Technology, the smart Liquid Dispenser The old plate which is now on the window ledge can be interconnected with various systems and where it is used as a planting tray for growing cress? can thereby supply valuable data for brands and That is already a step in the right direction, by re- retailers. using everyday items, albeit for a different purpose. Meanwhile some 100 of these refilling sta- RECYCLE: Recycling means that an object or tions by umdasch are in use by twelve famous material is processed again to create a raw mate- retail chains throughout Europe, and over 50,000 rial from which a new object can be made. Glass, filling procedures have been recorded. Some paper, aluminium or plastics can go through this re- 10,000 of these are refilling processes, in other cycling process – provided that they are collected words repeated filling procedures by consumers and disposed of as homogeneous items, in other at the point-of-sale. And so, step by step, the world words separated from each other. is becoming more sustainable: numerous other retailers in the food and health and beauty spe- cialist retail sector have started successful pilot schemes with the Liquid Dispenser and major rollouts throughout Europe are being planned!

Solid Dispenser – Refilling for dry goods

With the Solid Dispenser by umdasch The Store SDGs Makers it is also possible to shop sustainably in the food sector. Various pouring and scooping containers permit customers to fill the required quantities of a specific product, such as nuts, dried fruits or cereals. 174 175

“On the one hand we have set ourselves this am- Photovoltaic installation bitious goal – to achieve CO2 neutrality within the entire sales region. For that we need many interim In this context, a photovoltaic installation will be goals. One of these is that by 2024 our entire mo- installed on the newly renovated branch buildings bility will have been changed over to electricity,” in Graz during 2021. Energy amounting to 50,000 explains Michael Heinrauch during a conversation. kWh/p.a. is currently required. A feasibility study was carried out beforehand. In With the installation, at least 25 % of this is to a concept for the energy revolution, practicability be saved annually, which means a CO2 savings plays an important role: “The goals must be am- of 36.4 tonnes. bitious, but achievable.” International discussions propose a saving of The main subjects of focus, which he and his 2 tonnes CO2 per world inhabitant if we are to be team had set out to achieve, are: able to reach the global climate goals by 2050. With commitment and ambition the 67 employees already achieve this goal at their workplace: with a Changeover to e-mobility total savings of 125.1 tonnes CO2 per year. In 2021 this will mean a savings of almost exactly 2 tonnes By the end of 2021, Graz will have converted five per employee. out of six forklift trucks to e-mobility. Potential CO2 savings: 52 tonnes per year. The vehicles We can only say: thumbs up! of the field sales force will also be converted to e-vehicles. That assumes an investment in a cor- responding charging infrastructure in both Graz and Klagenfurt. With average fuel consump- tion, a sales-force vehicle uses between 6,000 The employees of the Doka branch in Graz and 7,000 litres annually, and the CO2 savings amount to 36.4 tonnes per year.

The environment concerns all Thermic renovation

During the course of the renovation of the Graz of us – not only Headquarters branch in line with sustainability and eco-efficien- cy, the windows were replaced and the building was given a new, energy-saving outer casing. Potential CO2 savings: 4.7 tonnes per year. The success of our sustainability strategy depends on how viable and realisable it is in KPI 16 practice. But the basic requirement is always the enthusiastic involvement of our subsidi- ary companies and branches in Austria and abroad. One team provides impressive proof Eco-Efficient of what this can look like: the Styria & Carinthia sales region with its head, Michael Heinrauch, Investments who is an ambitious environmentalist. SDGs 72.3 % Share of investments with a positive ecological effect Total investment volume 176 Chance

178 The Generational Change 180 The new CEO introduces himself 182 The Interview 188 The new Management Team 178 179

The Generational Change The generation question The owners Hilde Umdasch and Alfred Umdasch have A new leadership role decided on such a role in the question of succession. It is a role which expands the strategic leadership claim strengthens group identity of the Umdasch Group by its ability to coach, foster and and fosters potentials challenge its companies. A role that supports the owners to sustainably develop the company group. A role which the family represents in the continuation of its entrepre- neurial values. We could summarise the change which will take place focuses on the current profit and liquidity situation. within the Umdasch Group in the middle of this year The operative level can easily lose sight of the strategy as a change in leadership linked with a new under- amid the everyday challenges. And on the other hand standing of the role of the company group. In this strategy is not always close enough to the market and context the accompanying and the development of is perhaps not always formulated precisely enough. the subsidiaries will be strengthened. The basis for So a role is required which combines the permanent this is a long-term, sustainable strategy which con- raison d’être of a company with its realisation and tributes to the development of the divisions’ opera- harmonises the two. tive goals and supports them accordingly. While the strategy models the future, the operative execution

Wolfgang Litzlbauer This role will be taken on by Dr. Wolfgang Litzlbauer. He will be assuming the overall responsibility for a group of companies which is well-equipped and well-prepared, but which will be facing many chal- lenges in future. As of 1 July 2021 he will become the CEO of the global Umdasch Group. We should like to take advantage of this opportunity to intro- duce him beforehand: Who is Wolfgang Litzlbauer? What motivates him? What are his ideas? And in which direction will he develop the Umdasch Group? 180 181 The new CEO introduces himself Wolfgang Litzlbauer in a word-rap My working day begins … … always with a personal talk. These are not necessarily the meetings in my appointment diary. The few minutes’ exchange arising from a random “How are you?” on the stairs, is often the most valuable one. Because it gives me an impression of how the people within the company are feeling.

What I like about my job … … is the diversity. When you are in charge of a company you have to see it as a whole. I like the fact that my position permits me to take a look into many areas. And if there are any special challenges somewhere, to look in more detail. I always learn a lot from that, and I still continue to do so.

What I particularly enjoy … … is when people who are enthusiastic convince me of their ideas. And also present me with a challenge. Someone who is very good at that, incidentally, is my son Max. I see it as a privilege to be able to accompany people in the imple- mentation of their ideas, and to encourage them.

We should learn the following lesson from the current health crisis … … to concentrate on what is really essential. When it is a question of crucial subjects like health or economic existence, we separate very clearly what is important from what we think is important. It is not for nothing that people say you should never miss a good crisis. Because a crisis is always also a chance to push on more effectively with necessary changes.

Is the glass half full or half empty? A bit of scepticism can sometimes be healthy. But basically I am definitely a positive person. I learned from my experiences in Brazil to keep an optimistic attitude and a good portion of humour even in the most difficult situations.

An experience which any young executive needs? At least three years abroad. And at least one really big challenge, which initially seems far too difficult but which is well mastered in the end. What is also very important is experience in interaction with people, and a sense for how to do it. Every successful manager is characterised by a marked ability to show empathy.

A book that everyone should have read? Homo Deus by Yuval Harari – A Brief History of Tomorrow. 182 183

Do these three attributes also describe you, You mentioned potential – which potential do you see “Why do customers decide Mr. Litzlbauer? in our company? Yes, in some ways. I find stability very important. I am I never allow myself to make a hasty judgement. convinced that consistency is incredibly valuable. I As CEO I plan first of all to immerse myself in the to work with our company? worked for Miba for 27 years. That is also a very suc- organisations. I want to understand the business cessful family-owned industrial concern. I am quite models in depth, and also the markets and custom- sure that you can only bring a company forward if you ers. And I’m looking forward to meeting the people Because we support them know it well, not only its potential, but also its weak concerned. What I can say with certainty, however, spots. Of course you can also bring about change is that the opportunities far outweigh. As a com- with a rigorous top-down strategy. Many companies pany we are extremely healthy, with huge opportuni- in being successful.” on the capital market show how it’s done: replacing of ties for developing in many directions. management, 3-year plan and then the performance indicators are as they should be. Mission accom- plished. That satisfies the shareholders, of course, but I have my doubts as to whether it’s always sustainable. What is required is a holistic view of the company. You need to know the mechanisms that operate there, and you must have a feeling for the corporate culture. You will have to make an effort to recognise that. And it will take time as well. And then I can also claim that I am reliable. Maybe I’m not someone who shouts hooray at every idea. But I’m good at listening. And I stand by my word. If I agree We interviewed Dr. Wolfgang Litzlbauer to something, it’s binding. That will be especially im- portant in my future role. Our employees must know before he takes over officially – in order what they can expect from me. And they must know to get to know him better. And perhaps that they can rely on me. in order to find out something about the direction our journey will take in future.

Wolfgang Litzlbauer, which three attributes best de- the years they have turned out to be decisive factors scribe the Umdasch Group? in international competition. And then if I had to decide on a third attribute out The first thing that occurs to me, is stability. Crises of all those that occur to me, it would be reliability. The have happened here too, no doubt about that. But for Umdasch Group has the reputation of being trustwor- more than 150 years the company has demonstrated thy. As a reliable employer and partner. that it is consistent, robust and resilient. If we take a look at the typical key data relating to stability, they are certainly impressive. For example, we have an equity ratio of well over 60 %. That is important not only for our credit rating. Stability is important for employees as well as for partners, because it encourages secur- ity and trust. And then we also stand for the long-term view. If we look back at the main trend-setting decisions with- in the company, they were always taken with a view to the long term. Decisions, for example, like establishing our own metalworking production facility, were clearly not marked by rapid success, but over the course of 184 185

What do you mean by “immersing yourself in the Here you are referring to something that is very im- organisation”? You are responsible for three major portant to you personally: innovation. divisions – Doka, umdasch The Store Makers and Umdasch Group Ventures. How can you achieve that? Yes, without innovation there is no future. Digitalisa- tion is often applied very superficially – in almost all I am not alone. In Gerd Pechura I have the support of a sectors and areas, by the way. That is not because financial expert who has known the Umdasch Group people lack the ability or willingness. It is because the for many years. And I have a management team of necessity is not correctly assessed and the potential CEOs, with whom I have had some very intensive is not sufficiently recognised. In both our core areas – meetings over the past months. We staged a series of construction and retail – the margins lag well behind workshops in which we defined the cornerstones of those in comparable industries. It is our job to make our cooperation. The CEOs of the divisions will form our customers more successful. Digital products and You mention digitalisation as one topic which you will If you were to summarise in one sentence the owners’ an inner management circle with Gerd Pechura and services can achieve that. Digitalisation is not just a make a priority – which others will there be? mandate to you, what would it be? me. So by “immersing myself” I meant that we shall game; it is a reason why customers decide in favour be playing with our cards on the table in a relationship of our company: because with us they can reach their Another very important area is strategic staff manage- Of course it consists of more than just one sentence. of trust. We shall work in very close cooperation. It's goals better and faster. ment. Not only we away from the population centers The owners have clear ideas about their company not about managing the division top down; but it's It is much the same with regard to our application fight for the best employees. Everywhere, one of the and the future. But if I were to summarise what they about bringing the strategic positions together in the of digitalisation within our own company. The more ef- most urgent tasks is to find, develop and bind good said, it would definitely be the further sustainable de- management team. With one exception: for the time ficiently we design our processes, the more success- people in the long term. Which, incidentally, disproves velopment of the group, which finances itself through being I shall personally take over the management ful we shall be. The purpose of our business activities one of the main preconceptions about digitalisation, profitable growth and continues to practise our com- of Umdasch Group Ventures. Before we fill the posi- is economic success. Digitalisation is one of our most namely that people will be replaced by robots and there panies' values. tion of CEO there, which is currently vacant, I see it as important tools in achieving this. Incidentally, this is a will be no more jobs. The very opposite is the case: important that I should get to know Umdasch Group subject which is also very important to Gerd Pechura. businesses are faced by a greater challenge than ever Dr. Litzlbauer, you went to Brazil as a young manager Ventures better myself. As CFO of Doka he is responsible for this area and has when it comes to finding the people with the right qual- at the age of 29, and worked there for Miba as man- made good progress with digitalisation there. ifications. Strategic staff management also includes aging director for five years. How did that experience Why Umdasch Group Ventures? offering employees the chance to develop themselves. change you? And perspectives. For example, I would like ambitious A decision was made in the past to bundle the people to change jobs within the company. Why should To go abroad as a young manager is the best training disruptive developments within a separate com- a good sales assistant at Doka not also be an excellent you can possibly get. And especially if you go to one pany. The word disruptive refers to innovations which project manager at the Store Makers? So people can of the emerging market countries like Brazil or China. tackle existing business models. For example, classic change their tasks, change companies and even the There you are faced with new tasks every day which formwork or the fact that at some stage consumers branch, without having to leave the group. have to be solved. Often under extremely difficult may perhaps only do their shopping online. I think A further change will be that in future we shall conditions. That not only helps to form your charac- it was a smart decision to establish a separate or- have a group strategy, into which the strategies of the ter; it also makes you more aware of what is really ganisation for this. After four years on the market it is divisions will be closely integrated. There will be cen- essential. And it teaches you to step in where things time to take a closer look at the structure, markets and tral areas like, for example, Communications, Finance are really going wrong and your attention is especially possibilities of Umdasch Group Ventures. And here or Legal Affairs. The reason for that lies on the one called for. And mostly you are more or less on your too the important thing is: I want to find out where hand in the synergetic effects that can be achieved. own. That automatically leads to you taking respon- the potential lies and where the weak points are. So: And on the other, in my opinion certain areas must sibility very quickly – at work as well as in private life. Are we heading in the right direction? Do we perhaps be located centrally in order to be able to establish need to make adjustments? Should there be a shift of and implement essential strategic guidelines within emphasis? Can the experts act enough effectively? the future group strategy and corporate governance. The owners are willing to invest in this area, and we in turn owe it to them to first take a very careful look and secondly demonstrate that this business approach is the right one. 186 187

A propos internationality. The Umdasch Group op- erates in some 70 countries on 5 continents – how The stations of does this work best? By permitting absolute entre- preneurial freedom? Or with strict guidelines and tight reporting? Wolfgang Litzlbauer Neither nor – or, to be more precise – with "as-well-as". Of course certain values have to remain valid through- out the entire group. The same understandings must apply in Asia as here in Europe, for example, when it is a matter of compliance or accounting regu- lations. On the other hand, we must operate within the local context and also take the conditions there into account. In this situation I have a favourite expression, which is “Lean Culture”. A lean culture combines the principles of Lean Management with the values within the company. Its characteristics are the highest pos- sible degree of customer satisfaction, staff commit- ment, teamwork, trust and the constant improvement of quality in our products and our work. Lean culture is characterised by the following striving: no matter how good an organisation may be, it can always become even better. And so I would like to bring the discussion about a “tight corset of key data” versus “every free- dom” down to the following common denominator: Let us live according to the conviction that we can always do it even better. Born 1969, We set up a word-rap with you, and when we asked married, one son What do you mean by “local context”? you what you particularly like about your job, you re- ferred to the wide variety of tasks it involves. What will By that I mean that we must adapt as far as possible you tackle first of all when you come to the office on Studied at Johannes Kepler University, Linz and Graz Technical University to the local setting. To incorporate regional cultures the morning of 1 July? Doctorate in Social Sciences and Economics and conditions optimally represents an added value Insead Business School in Fontainebleau and Singapore which is essential for success. That includes the pro- I have decided that the first day should be devoted to motion of local management. A manager who is fa- the employees. I should like to spend the day walking miliar with the market in his region and local customs though the production halls and offices here at Head- 1994: 1996: is certain to be able to achieve more than someone quarters, saying hello and introducing myself. Even Joined Miba AG as Head of Sales NAFTA, who looks at business and processes there through though the concern is very large, I find it important to assistant to the CEO Global Product Manager European spectacles. If we manage to convey a uni- be personally present. But that was not your question, Miba Bearings Aftermarket form basic understanding of our values, this is best. was it? Well: In the workshops with my management Then we come round full circle to my philosophy of colleagues a number of clear topics crystallised 1999: 2004: “Lean Culture”. which we shall tackle together immediately. But more Managing Director Miba Sinter Appointed to the Management Basically I see the subject of diversity as one of on that subject in due course. Board of Miba AG the major areas to be incorporated when it comes to Brasilia, Brazil future viability. At some stage monocultures will be Thank you for the insight, Wolfgang Litzlbauer – like dinosaurs that cannot longer develop any further. and all the best for a successful start! 2013: Evolution has shown us this fact time and time again. Deputy Chairman, Miba AG, We can learn from this lesson. Different people of dif- CEO Miba Bearing, Friction and Coating Group ferent origins and with different experiences, abilities and talents can enrich us in every respect. Moreover, I would also wish for considerably more women in 2017: 2018: leading positions. Naturally that is a herculean task Member of the Supervisory Member of the Supervisory in a technical company like Doka, because there are Board of Umdasch Group Board of Doka and umdasch still far too few women who decide for a career in Ventures Store Makers engineering. But that is only an argument and defi- nitely not a reason not to make it one of our tasks to promote the careers of women. 1 July 2021: CEO Umdasch Group AG 188 189 The new Management Team

“This team stands for the way we pursue ambitious goals jointly and reach

them together.” Wolfgang Litzlbauer

from l. to r. Silvio Kirchmair, Wolfgang Litzlbauer, Gerd Pechura, Robert Hauser 190 191

In the past people often described the Umdasch Group as a multi-industry company in which the divi- sions seemed to have little in common. The branches, business models, customers and markets are all very different. What unites them, however, is the owners, mandate to continue further sustainable develop- ment through profitable growth. That is only possible together. To this end the strategic Holding will strengthen its leadership role and accelerate the degree of mu- tual involvement. The divisions will be included in the group strategy, and conversely the Umdasch Group will also participate actively in their management. The establishment of a Management Board is an important step in this respect. It consists of its chair- man Wolfgang Litzlbauer, Head of Finance Gerd Pechura and the CEOs of Doka and umdasch The Store Makers. A management change is also taking place at Doka. As of 1 July 2021, Robert Hauser will take over Harald Ziebula’s position as CEO when the latter retires. In his new role Robert Hauser will also take up a position on the newly formed Management Board of the Umdasch Group, together with Silvio Kirchmair, who completes the team and represents the Store Makers. Detailed parameters for the sustainability key performance indicators (KPIs) of the Umdasch Group

1 RETURN ON INVESTMENT 10 ACCIDENT RATIO 13 COMPLIANCE RATE Umdasch Group worldwide Doka: Doka Austria, Production Unit Umdasch Group worldwide Slovakia and Production Unit Russia 2 RETURN ON SALES umdasch The Store Makers: Production 14 TRANSPORT EFFICIENCY Umdasch Group worldwide locations Leibnitz, Hasendorf, Gleinstätten Only Doka; includes all transport from works to central warehouse and/or branch 3 EQUITY RATIO 11 SPENDING ON SOCIETY & as well as from central warehouse to Umdasch Group worldwide SOCIAL AFFAIRS branch. Deliveries to and from customers Of the sponsoring expenses of the are not currently included; a correspond- 4 INNOVATION RATE Umdasch Group AG; not included are the ing project is being implemented. Umdasch Group worldwide sponsoring activities of the subsidiary and sales companies 15 RENEWABLE ENERGY 5 INNOVATIVENESS Doka HQ and Production Amstetten, St. Umdasch Group worldwide; 12 VOLUNTARY SOCIAL BENEFIT RATE Martin, Banska Bystrica, umdasch The Includes in whole or in part all This includes voluntary special payments Store Makers Leibnitz, Litomysl, Neiden- central areas for innovation for workers and salaried staff, VITAL health stein programme, works canteen, occupational 6 RECOMMENDATION RATE provision, accident insurance, overseas 16 ECO-EFFICIENT INVESTMENTS Rollout: Doka – 15 countries insurance, International SOS, Umdasch Umdasch Group worldwide umdasch The Store Makers – worldwide, Nest, Umdasch works community, works except Czech Republic and Russia flats and houses, works buses, shuttle bus- es, anniversaries, retirement celebrations 7 SERVICE RATE and gifts, training assistance apprentices, All service, consulting and rental rev- apprentices’ excursions, newspapers/ enues Doka, umdasch The Store Makers, magazines, heating supplement, work- Umdasch Group Ventures ing clothing, Christmas vouchers, birth and wedding presents, grant to workers’ 8 EDUCATION & TRAINING INTENSITY council fund, social fund, end-of-year cel- Umdasch Group worldwide ebrations; number of employees in Austria

9 HEALTH RATIO Umdasch Group whole of Austria

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